Session recording
LAASP
Q: When is the next trust joining the group? We haven't heard much for a while.
A: Liverpool Heart and Chest are due to join the Group in October.
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Q: Will there be redundancies across teams as they are integrated for transformation?
A: Redundancies will be a last resort option as we bring teams together. We have been holding vacancies across the 5 LAASP organisations which will minimise impact to teams coming together. More FAQs on Corporate Services will be published soon.
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Q: Is it sustainable and practical with the current plan for there to be one HLT for Aintree overall site and one HLT for Broadgreen. It seems there will be inherent problems with one HLT being responsible for two separate organisations for regulatory purpose, e.g. one HLT accountable for both Aintree (LUHFT) and Walton Centre. Is this an interim measure before the Group becomes a single merged organisation for regulatory purpose?
A: One of the opportunities we have in this is the role Corporate Services such as Quality Governance has in ensuring that the regulatory compliance elements don't become muddled between different statutory organisations. We have a really strong relationship with the CQC and we are sharing each step of the approach we are taking.
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Q: I understand that senior positions are recruited for based on strategic priorities. But we're finding it increasingly difficult to deliver due to understaffing in junior roles. Is this likely to change anytime soon as we collaborate.
A: Yes – key will be the development of operating model for corporate services and making sure we have arrangements in place. We recognise that vacancies can’t be sustained and important that we work at pace to put in place appropriate staff structures. We would welcome any thoughts you may have on how we keep colleagues informed of developments.
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Q: What will happen with current SLA's which fund services teams provide to other sites who will soon be part of UHL e.g. LWH, CCC-L and LHCH. If the funding of staff posts from SLA's stops will the posts be secure under the UHG. Thank you
A: These details will be considered as part of the development of UHL so that we can ensure continuation of services. What we hope to deliver is improving efficiencies which could be achieved through the removal of some of the bureaucracy which goes alongside the management/recharging arrangements which take place between trusts.
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Q: An earlier answer says that all 5 LAASP organisations have been holding vacancies to minimise impact to teams coming together – we're still losing admin staff to other LAASP organisations where their vacancy freeze doesn't seem as stringent as ours though.
A: For Corporate teams, we should all have the same recruitment restrictions and should be holding posts unless agreed by Exec teams. We are currently working on a joint agreement where all non-clinical posts will be advertised internally to LAASP before going anywhere else, so this should help with ensuring that when we bring teams together, posts will only be filled by people within the LAASP organisations.
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Q: We have been informed outpatients at Aintree is under Corporate Service - can someone please confirm?
A: No, outpatients is not part of the corporate services programme.
10 YEAR PLAN
Q: Is there any indication of when the detail behind the 10 year plan will be released by the Government? The plan sets out lots of what they want to do, but no detail on how.
A: Some of the details have already been released but we are expecting to more information over the coming weeks/months. A number of changes within the Plan will need approval from Parliament as it can only be enacted following legislative approval. This is likely to be announced after the summer recess in Parliament when they provide the legislative timetable. A good way of keeping up to date is to sign up to NHS England bulletins.
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Q: Neighbourhood Services were introduced in 2010–we could not get many clinicians to actually move – how are we going to do it this time?
A: This is really good point – the older Neighbourhood Service models were all about moving people to clinics in a different place. That doesn’t really help – it’s not really going to change things and that’s not exactly what we mean. I think what we expect to happen in Neighbourhood Services is a lot of infrastructure and time being put into developing larger, localised health centres that are open for longer–7 days a week–as first points of contact for people.
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Q: Do we know what organisation will be running and providing staff for the new Neighbourhood Hubs mentioned in the NHS 10 year plan?
A: This is still all to be determined but is certainly a key part of the strategy going forward. One of the key things–in that partnership with Alder Hey and Mersey Care–is we know we’ve got lots of duplication in community services and we’re looking at how best we can fill that space between what neighbourhoods will be wanting to deliver and what hospitals do at the moment.
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Q: Is there any further information on when NHSE will disappear and what the impact of that will be for the Trust?
A: We know that there has been an extension to the plans for NHSE – this is in the public domain, however, that's all that we know. When we get any further details, we will certainly be sharing that to colleagues and will have a better understanding of what impact we may feel.
CAR PARKING
Q: Is there any update on capacity at NCP in Royal. Staff member has been attacked before in residential area due to no capacity and been turned away my car parking team
A: Due to limited capacity, we continue to operate a waiting list and utilise Paddington/other car parks where we can. For any V&A issues outside of our sites, please contact the Police in the first instance. If you require specific support, please contact our Head of Security.
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Q: Is there any further update about what will happen with staff parking at Crown Street when the Mulgrave Street car park is taken back by the Council?
A: We are working with the council for alternative solutions and will promote any car parking changes to staff at LWH as they happen.
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Q: I pay to park at LWH but work at Aintree once a week, I have to pay and then claim it back. Why can't we get a reciprocal agreement that if we pay in one Trust we don't pay at the other.
A: This seems sensible, so I think we should be looking at this – if we haven’t already. – James
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Q: The increased costs of parking, catering, removal of long service, other benefits stripped; we are feeling very undervalued. It’s really disheartening to see it happening and not really be acknowledged as long as all these senior roles look good by making their finance targets at the detriment of staff wellbeing and service
A: We appreciate that it will feel tough for the next 12 months, but the ultimate goal is to bring teams together and reduce pressure on staff.
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Q: Will there be a staff bus linking LWH to other LUHFT sites? Similar with LHCH when it comes on board later in the year?
A: This is under review with car parking. We will need to understand the demand in the first instance and will work with LWH to gather data.
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Q: If we've increased the car parking tariffs for visiting, will staff parking charges increase as well?
A: Any changes to staff parking - taking into account the questions in relation to LWH site today (Mulgrave/Bus/Cross site) will be communicated widely as they happen.
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Q: Can we look at the traffic car wardens that are handing out tickets to staff, patients and families that maybe in distress at the time of trying to find a car parking space and are not in any danger to anyone or blocking in anyone. Can we look at what is ethically the right thing to do and not a money making scheme is not the right way to be going in the organisation . It doesn’t sit well with staff or the patients we are serving in the community to give tickets out when in distress or haven’t got a space to park in.
A: Unfortunately, without enforcement there would be no control and a free for all, this would hinder genuine use of spaces by patients and visitors. Car parking is limited and some is used by drivers who park in unhelpful situations and sometimes without making payment others comply with.
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Q: Can we remind colleagues that disabled bays are for staff with blue badges and not for convenience.
A: Car Parking Enforcement Team are tasked with checking Blue Badge use in BB spaces however have a four large sites to patrol so don't see every car unfortunately.
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Q: Is there a timeframe for new staff to receive parking permits? I have been waiting nearly 3 months.
A: We’ll pick this up separately and have a look at how many we’ve got waiting.
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Q: Staff parking at Broadgreen / LHCH is resulting to staff parking on the pavements blocking wheelchair access. Who do we escalate this to?
A: I will pick this up with the estates team and look at the car parking options on site.
WORKFORCE/VACANCIES
Q: What is the Trust doing to support those team who are carrying significant vacancies or sickness levels with staff choosing to leave due to the uncertainty, poor pay and continued workload pressures? With the new corporate services structure, will there be enough staff to fill the gaps or will we be allowed to recruit?
A: Where teams are carrying high level of vacancies, we are asking teams to prioritise workloads and escalate risks to services and impact on staff wellbeing. We want to expedite the bringing together of corporate teams to help support the problem of high workloads and low staff morale because of this. If there aren't enough staff to fill the gaps then we will be allowed to recruit.
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Q: If the organisation is trying to save money, why is the focus on reducing head count, which is increasing cost due to the increase of using contractor. Should we start recruiting into the current vacancies and start saving money.
A: We have to reduce headcount overall to return to a position where we can operate within our financial envelope. Where holding vacancies is costing us more money, through the use of overtime, bank or agency, we consider these things within vacancy panels and this will inform our decision making about recruiting to the post.
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Q: I know it has previously been discussed but why is it taking 2 months to get vacancies through the process to the point of being advertised? The pressure some of these vacancies are putting on staff is unacceptable!
A: Vacancy panels should meet as a minimum monthly. Sometimes meetings are delayed and we recognise this puts added pressure on teams. We agreed at Execs this week that panels must go ahead at least monthly to ensure we don't unnecessarily hold up recruitment to posts.
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Q: It feels like the organisation is so focused on the bigger picture whilst the smaller picture is falling apart. Ie vacancies, poor quality in every service, false assurance that things are fine. Can we please apply more scrutiny in the right places to improve patient care through all services?
A: I understand your frustrations but I don’t think saying there’s poor quality in every service is accurate given that we do have significant scrutiny from external bodies like the CQC and others as well – but I also know that there are examples where we’ve got challenges like that. If you could give us some more information about exactly where you think there is something falling apart and raise it to your line manager or myself, we will do something about it. – James
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Q: Reflecting the ongoing challenges with staffing, vacancies at LWH have largely been absorbed by LUHFT, leaving LWH staff with limited opportunities for career progression. This has created a perception of a takeover rather than a collaborative integration of corporate services.
A: As I’ve mentioned previously, we’ve got this enforced issue of vacancy control – and it’s not just us that has got it – the way through it is to get the target operating models for these corporate services developed collaboratively so that they are a true reflection of something that works for all the organisations. It’s not a takeover of one for another, but actually the bringing together of things in the right way. Once we’ve done that, that will start to get us to a place where we can move away from hopefully these sort of vacancy freezes – James
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Q: Can you confirm the date that Medicine, Clinical Psychology and Outpatients moved from AUH DCSS to new divisions and DTC?
A: This happened as of 1 July.
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Q: We have had an operational rota which has significantly impacted our hybrid working enforced on us. Management have not included themselves and continue to work more or less exclusively at home. We feel this is unfair and has left members of the team feeling undervalued, untrusted and concerned about the fairness that the Trust allegedly values. Can you explain if you feel this is acceptable?
A: I don't know the detail, but no I don't think this is acceptable. If you give more detail, I will ask the relevant senior lead to explain why. Heather
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Q: Are OCS at LWH joining our substantive workforce in line with the other hospitals in the group?
A: This is being considered at the end of the OCS contract in September and the outcome will be communicated later this month.
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Q: Is there any staff groups in particular that should be looking for work? It’s not healthy to worry if my job or my colleagues are at risk because of all the changes.
A: Agreed, no it’s not. We need to move fairly quickly and give clarity to people – my hope is that the enforced vacancy stuff should mean that we haven’t got loads of people that would need to be looking for anything else because we’ve got so many vacancies, we can absorb this within whatever change we make. – James
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Q: Can there be an official update over where outpatients sits in the structure, as there are lots of confusing comments here.
A: Outpatients previously sat in the DCSS division at Aintree which has now changed to DTC. Beth and the Corporate Ops team are currently reviewing outpatients and the model across UHLG to look at where this would sit best moving forward and if we would benefit from more alignment to the sites like therapies has moved to. We will be linking with the teams over the coming weeks to review this and discuss the potential options - we will update on this at future staff briefs / Exec MD updates.
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Q: My manager has advised that she hasn't yet decided what's happening with my role, is it the Managers decision?
A: Please link in with your local HRBP to ask for advice on this. If you can share more details, they will be best placed to support you and answer and queries you have.
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Q: We are supporting vacancies with the use of bank staff, is there a plan to stop/lower bank use?
A: For nursing - we would ask that our wards/services staff to their funded establishments and that can include the use of Bank staff. Anything over the funded establishment needs to go through a process of authorisation. We are being mindful of our Bank use but not 'banning' it.
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Q: If the vacancy freeze is determined by C&M/ICB, how will the work on operating models help us? Will they lift them?
A: Once we have agreed LAASP models with funding models agreed, we will be able to recruit to posts within those operating models. We do not know if future financial pressures will continue to place vacancy restrictions on us at this point.
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Q: Could up to date organisational structures be made available, including updated distribution lists Trying to find who does what, where and how to contact them is a nightmare.
A: From a nursing perspective, we are trying to update a directory of wards, leaders and contact details.
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Q: Could we make it mandatory to list phone numbers and contact details in signatures or global contact book? It is incredibly frustrating that whole teams don't seem to have a single phone number listed and leads to lots of back and forth wasting time over email. It also means that teams who do have contact details end up with floods of phone calls that are better directed elsewhere.
A: We will be looking into the establishment of directories across UHL. We can all make a difference by adding contact details in signatures – good way of supporting each other and making a difference.
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DIGITAL
Q: How does the use of Copilot across the Trust align with the Trust's green and sustainability aspirations, given the known impact AI has on the environment (each AI query equates to approximately 10 Google searches with regards to energy used).
A: We need to consider the environment impact of AI alongside other issues such as energy efficiency and improving environment monitoring across all sites within UHLG. The use of AI and wider technology is a vital component of the NHS 10 Year Plan providing opportunities to fundamentally to create new model of care. Whilst the use of AI is vital, we can’t ignore the environmental challenge it poses not just within UHLG but across all industries.
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Q: The use of AI and Co-pilot when not using it with any PIDs can help quicken some tasks, I use it to give me a quick bullet point overview of large documents and medical research papers.
A: Appreciate the feedback and we are keen to understand how we are utilising technologies to improve productivity and the experience of those receiving services (internal and external).
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Q: Is work still ongoing on the room booking system? Since the bookings moved to outlook, it’s been left unfinished. There are “meeting rooms” showing that are actually storage cupboards, rooms that shouldn’t be bookable, and rooms showing that just don’t even exist. The outlook system is great, but it has not been set up correctly for some rooms.
A: We understand there are issues with this system and are looking into this. You can find more information on the Room Booking System here: https://
FINANCE
Q: In light of the increasing financial pressures to the NHS and indeed UHLG will the Strategy/Commercial opportunity work include a consideration of the Private Patient offering? If so, would this include the provision of one joined up service offering (or not) across the group as I am sure there are different approaches at all sites.
A: Thank you for your question, this will be one of the considerations that we will look at. Our new colleague James Thomson will have this as part of his portfolio for commercial opportunities.
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Q: When the pay rise finally comes in (August?), will there be the option to take the back pay in monthly instalments like in previous years?
A: Yes, people will be able to have their pay rise arrears paid over Aug 25 - March 26.
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Q: Just a question on Finance, when payments are added to Oracle and approved there is a large amount of time before the PO is generated. Many external providers are pressuring us to get them the PO but we are waiting over a month for this. Can this be quickened?
A: Thank you, I will ask someone from Finance to come back on this one. – James
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Q: Further to the question about Finance. Our team have had two orders cancelled recently due to having to wait 3 weeks or more for a PO number.
A: There is a restrictive spend process in place for each team to approve POs before they are released by procurement. This will delay procurements ability to quickly turn around a PO. As I understand requisitions time out if not approved - you may wish to check this with the procurement mailbox as this maybe the issue.
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Q: The pay rise will land at the same time as pension re-enrolment. As people could be whacked by tax, national insurance as well as an increased pension (where they were previously unenrolled from the scheme), there's a potential for staff to have a shortfall in monies until they can claim this back. Is it possible for re-enrolment to be done in one month and pay rise in another to prevent this?
A: Both these things are outside of our control, but if individuals have tax complications due to either, please let us know and we can work through that with you.
WELLBEING
Q: It’s good to see we are performing well against the plan but at what cost? People feel burnt out, confused about their roles and are uncertain about the future, we have been working in the dark for what feels like years – when will we get definitive answers that will make life more bearable for staff and colleagues in this Trust?
A: Unfortunately, there isn’t a solution that allows us just to go back to where we were – continuing with an ever-deteriorating financial position. We’ve improved a lot of the things that we’ve talked about, whether it’s performance or quality or otherwise, but this 12 months that we’re in now is the biggest risk to us. We have to get to the point where we’re getting behind the LAASP plan and the corporate service integration and moving it forward at pace otherwise the alternative is a longer period of cuts. – James
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Q: While individuals have worked hard to improve the CQC rating – it doesn't feel reflective of what we're seeing. Morale is low, apathy everywhere, quality has really dipped. All this talk of group work has moved the spotlight away from what feels like a failing Trust that’s not ever recovered from the merger.
A: Thank you for this. I think that we all recognise that work is really challenging for everyone at the moment. That's not just us; it's across the whole NHS. Whilst we continue to be really busy and staff are continuing to work tirelessly, we do understand how this impacts on people personally. However, we must recognise that the organisation has made significant improvements across lots of different aspects of care and service. That is undeniable. There is still more to do and this is a challenge when work is so busy but we are providing services that are safer, demonstrating compassion and working in different ways. If colleagues are feeling overwhelmed and or stressed, please do speak out and ask for hep/support. Our Health and Wellbeing Service is available for more personal support.
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Q: What is the Trust position on staff deciding to work from home at short notice in order to facilitate childcare or to avoid having to call in sick themselves? This is frequently allowed to happen and creates a two-tier system whereby those who can work remotely have fundamentally better terms & conditions than those who can't. They can avoid having to use annual/special leave for childcare and avoid being taking down the sickness management pathway (which can result in dismissal). This isn't a blanket attack on remote working, but it is abused by some individuals.
A: It is a reality that some people's roles allow greater opportunity to work from home. Other people benefit from other flexible working like working long days or working nights to support family commitments. We will never be able to give the same flexibility to all staff groups unfortunately. Where people need to work from home at short notice, this should be to sort out childcare arrangements, not to care for children. Where people can work from home when feeling unwell, we do allow this if they feel able to carry out their roles and if their role allows. As above, not all roles can work in this way but people should not be managed differently under the sickness absence policy.
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Q: Can working from home policies be very clear that WFH days are not to look after children? It does seem some staff are using these days to look after dependents, when that shouldn’t be the case but there is nothing prescriptive for managers to use in discussions.
A: Yes, I will ask for this to be looked at.
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Q: Isn’t it a shame that with all the good work you suggest is going on, a decision was taken to scrap any form of staff awards this year?
A: Staff awards haven't been scrapped – they have just been paused so that we can consider how they will work once we have more members within the Group.
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Q: Can we have discounted access to gyms in Liverpool?
A: Thanks - we have some staff offers listed on the Life at LUHFT app relating to Gym discounts. We continue to review the offer and will make sure this continues to be considered when we review Staff Wellbeing and discounted offers. Please email organisational.
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Q: How to take part in staff lottery?
A: You can find out all the information on how to take part here: https://
ESTATES & FACILITIES
Q: This morning the Edwards Building was inaccessible from my arrival time of 06:30 as the doors were solidly shut (swipe not working) – came in early to get some clinic preparation done before needing to work on an important research study. While I went across to the main building to do some work on an empty desk, I needed my office.
On return an 1hr later the doors opened, but no internet or intranet access, so basically 2hrs of valuable time wasted. No I find out it was a generator test issue; didn’t we have one of these a few months ago that cause outages? Surely, we have from the first incident a report and outcome contingencies to learn lessions from. Sorry to vent but this is annoying when all I wanted to do was get ahead of a busy day.
A: The generator tests take place to identify issues such as this, we will address the issues raised with our Estates team - also in relation to the issue below. Please log a job for maintenance/estates issues on 8888 where they will be managed.
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Q: To continue on the Edwards Building and an issues that’s been reported many times, when it rains the doors jam, estates come out when its dry to check and say it’s OK. This issue has been going on since we came to this building 2yrs+ ago, now a canopy over the door would likely help resolve this.
A: I will escalate this for you again.
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Q: Similar to another question, we have lost power in our office at Aintree on several mornings due to 'generator test' with it sometimes taking hours for the power to be restored. Is there any assurances that this will not continue happening?
A: Last week we experienced failure of the emergency generator supporting Aintree Lodge & Theatres. This has now been resolved. It is important to note that the weekly generator tests are designed to help identify issues before they happen.
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Q: The recent 6% catering price increase was incredibly misleading – 1pt milk up 26%, 5 item breakfast up 15%, a sandwich and crisps up 24% - is E&F lacking in the scrutiny and oversight of other divisions in UHLG?
A: The 6% increase is an average and is based on two different things - firstly to align the price differences across the sites (which everyone asked for) and secondly to align the prices to take account of inflation/market changes. As a result of this, some sites may have seen a larger price increase/no price increases on some items - but now it is all aligned and consistent. We are unique in the sense that all our units (except WH Smith) are in house; staff are NHS employed.
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Q: Are there any updates on what is happening to office spaces in the Linda McCartney building on Royal site? Will these be turning in to clinical areas?
A: There are several options for the future use of LMc building, some are related to clinical services relocating with others being considered to move in to help in other parts of the estate. There are some options to release some accommodation due to rationalising functions across sites.
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Q: Can you clarify why public toilets on corridors are being commandeered for patients who do not have a room but are staying on a ward?
A: Hi - can you send me some examples of this please and I'll try and get some answers for you david.
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Q: Recruitment freezes to domestic services have reached the point where cleaners have had to reduce cleaning (which was already poor) in office areas. Staff are having to come to work in offices that are horribly unclean and feel like an unhealthy place to be. This is not a criticism of the domestics staff, but of the Trust higher ups who have allowed it to get to this point. Where is the concern for staff welfare?
A: In general we haven't had any recruitment freeze for domestics, recruitment now takes longer due to the level of scrutiny required. Demand in the clinical areas has increased, with the delays in recruitment, and planned and unplanned absences we are making regular changes to where we provide domestic services. In the first instance unfortunately office cleaning is reduced. We are currently reviewing the office cleaning schedule and will communicate any changes.
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GENERAL
Q: I recently visited the Royal site and was shocked by the amount of people smoking outside the entrance. this has been asked before but what are the Trust doing about smoking outside of entrances. it’s disgusting
A: Yes, this is a regular issue across all sites. Patients, visitors (and staff) smoke on site. We have signage and it is public knowledge that smoking is not permitted on Hospital sites. Our security team will challenge this, but it is also ok for staff to question those who smoke on site.
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Q: Further to the comment re: smoking at the Royal – the lower ground floor absolutely stinks of cigarettes because the doors are open all the time with people coming in and out and those smoking next to the no smoking signs are causing issues with second hand smoke and an unpleasant experience for staff and patients on the lower ground. We're told almost monthly that it's a difficult issue to solve but it doesn't even feel like the Trust is trying at this point.
A: I’ll come back to this and see if we can get some information on this next month. What I’d suggest for the time being is that we take this back into the Royal Exec MD Briefing rather than bring it to the overarching Staff Brief one. – James
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Q: Would it be possible to circulate a link to these Q&As once they have been completed after each brief? I know they are uploaded to the website but a reminder to look would be helpful.
A: Hi - thank you for your feedback. They are typically included in Liverpool News once the Q&A is completed but we will ensure this is repeated for a few weeks as reminders for staff.
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Q: To enhance the organisation and thematic analysis of questions raised during staff briefings, it could be beneficial to include trade union representatives in these sessions. Their presence would help facilitate and categorise the themes emerging from staff questions, ensuring that key concerns are clearly identified and addressed. Additionally, having trade union colleagues involved would provide staff with a trusted platform to express their views openly, fostering a more inclusive and supportive environment where employee voices are heard and valued.
A: I'm sure James would welcome this approach should Trade Unions wish to get involved.
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Q: Can't communicate with colleagues unless using mobile phone, however divisions won't approve requests for work mobiles as too costly...can't win.
A: Sorry I’m not really sure what you mean here, it would be useful if you could provide more information on this. I’m assuming there’s multiple communication method with colleagues. If there’s a specific issue, raise it and let us know. Thank you. – James