Voluntary Redundancy
Q: James Sumner advised that a deal had been struck with NHS C&M around 6 weeks ago for further Phase 2 VR funding approval?
Response: Unfortunately, the funding that we were lead to believe we would receive did not transpire. This has meant we are in the difficult position whereby we do not have the funds to release people who we originally thought we could. Even though individual applications were agreed in principle, each application needs to be affordable.
Q: What is the legal implication for staff that the Group have approved (and communicated this to colleagues), however they wait for months with no further information or offers?
Response: The Voluntary Redundancy Scheme is a mutually agreed scheme, so until both parties (the individual and the Trust) have agreed and legally signed agreements, there is no binding implication on either party.
Q: It has now been a third of a year since the VR applications closed and other than generic updates, I have personally heard nothing about the outcome of my application. I do not feel seen, heard nor supported by the organisation in the past 4 months which has lied about union joint working.
My question is when are you going to inform ME of MY outcome and if this is a no then when are you going to give me PERSONAL feedback and right to challenge as promised?
Response: We apologise about this. We know it’s incredibly frustrating for those who have applied. Where we’ve been able to approve VR, we have and unfortunately some of the rest is dependent on the funding conversations that remain ongoing. Again, apologies, it’s dragged on and we’re aiming to accelerate that as much as we possibly can.
Corporate Services / TOM’s
Q: Sorry can you explain a TOM? for those unaware
Response: TOM stands for Target Operating Model, which is similar to a blueprint or plan or how you design a team to effectively support the organisation
Response: As above - it stands for target operating model. It means setting out how you want the team or department to look and work in the future. We've been doing it for all of our 'corporate' teams
Q: Will The Corporate Nursing Team have engagement regarding the consultation process, as some Corporate Nursing members do not appear to have been involved in the QAR/ Consultation process.
Response: Yes, they should be involved in the consultation process
Q: The consultation documents place significant emphasis on structures, governance, roles, career pathways and training, but there appears to be little reference to a wider talent management strategy. As the Trust undertakes large-scale transformation across both clinical and non-clinical services, how does the organisation intend to identify, develop, retain and succession-plan talented staff at all levels? In particular, what is the Trust's strategy for investing in existing people, preserving organisational knowledge and creating opportunities for career development and progression, so that workforce transformation is not just about redesigning structures but also about nurturing and retaining the skills and experience needed to deliver future services?
Response: This is really important and I'm so pleased you have raised it. This is key to ensuring we develop and retain the best staff. We will be implementing a national leadership and management framework this year and rolling out a talent and succession planning programme. I think it would be helpful to bring this back to staff brief to share with everyone in the next couple of months as this will be key to the success of the corporate models and also clinical teams.
Q: What does consultation involve, and when does it start and end please? Where can I find this information?
Response: Hi - Your HR business partner will be able to advise on this, if you can get in touch with them or your Assistant Director of People at your local site / corporate service. Thanks, Pip Gaskell
Response: Whilst each corporate service may approach communication and engagement slightly differently, engagement should have taken place with wider teams to support development of the target operating models. Consultation involves staff members who are impacted by organisational changes within new structures and is undertaken in line with the Workforce Change policy.
Q: When are staff working in corporate teams meant to find out the implication of the TOM? Does a copy of the TOM get shared at some point once it has been through all the stages? It all seems very uncertain at the moment.
Response: Yes, teams should receive the detail of the TOM for their area, specifically the staffing model.
Q: Do we have a date for the corporate services review involving education yet. It appears to be the only group that is TBC?
Response: Each of the corporate services has put forward a way they would like to manage going forward and they are in the process of going through with staff side colleagues and trade union colleagues and being implemented. Further updates will be provided through the Group Development Programme and future staff briefings.
Estates
Q: A question was asked at the last Staff Brief which doesn't seem to have been answered on Q&A's in relation to Post Room / Collection. What hours are the Post Room at the Royal open and when is the post collected as there only seems to be one collection now of an evening. Can some information be shared on Liverpool News please.
Response: The volume of mail has reduced, therefore one collection a day is sufficient. Some departments may experience higher levels, if this is the case, or where you have urgent mail outside of the collection, please drop this off at the post room, level 1 of the CSSB building. Note that the post must be processed by 3 pm each day. Thanks Alison Peckham
Q: Can you provide support to fixing the lift in the PHLS building at Aintree site, Laboratory building has 3 floors and 1 lift access that has been out of order since May, Mr Fury has been great in responding but no clear plan to fix it anytime soon, staff have physical challenges and rooms are in short supply and not always appropriate to move them, the heat is a factor in some staff climbing the stairs, we have managed to relocate a pregnant member of staff as it wasn't safe, domestics unable to access regularly with equipment to clean regularly, all is being done locally but a working lift would be the best outcome, you help is appreciated.
Response: I will follow up with the Estates team to update on any progress
Q: I just wanted to ask whether there are any plans to bring back Salt & Pepper Tuesdays and the daily wraps in the Broadgreen canteen?
Both were really popular with staff, and since they have been removed there doesn’t seem to be as much choice available. It would be great to see some of the previous favourites return if possible. I was initially told it was just to no chef, hence why they were only serving chips and roast dinners :(
Response: The Catering team are reviewing the configuration of the Broadgreen canteen and there will be improvements this year. This will lead to opportunities to deliver different product lines which will be consulted on with users.
Q: Hi, is there anything that can be done regarding the shuttle bus between Aintree and the Royal? The bus is very small, with only 8 seats, and during peak hours (8–10am and 3–5:15pm) it is extremely busy. Every day, people are left waiting outside to get to site or to get back. Could anything be done to improve this? For example, a larger bus (like the Royal to Broadgreen one), or additional services during peak hours—such as a 7:45am bus from the Royal to Aintree (as people are already waiting from 7:30am to get a seat on the 8:00am bus), and possibly a 4:30pm service as well. I usually leave work at 4:00pm to catch the 4:15 bus, but it is always full, and I end up waiting until 4:45. It would really help if something could be done. Thank you.
Response: The RLH site service is delivered via an external transport contractors at a significant cost. For the other sites to go any larger than 8 seats requires the staff to have specialist driving licences - which entails training and the Trust having a Transport Operating Licence. We have increased the busses and there are additional services at peak times (every 15 minutes). We hope that this will alleviate the pressure. Thanks Alison
Response: Unfortunately our drivers are not licence for vehicles above this size. So we operate smaller vehicles more frequently. We review demand and try to increase frequency where it is possible so we will look at this route to improve the service.
Q: Can I ask when rooms used for education will be reviewed. It is really poor when we are delivering education, that we have to move rooms or cancel on the day because the equipment does not work or has been damaged etc. It feels like education of staff is not seen as a priority.
Response: Can you please raise this via your Trust educational team so they can capture this and escalate through local / group routes to be resolved. Thanks, Pip Gaskell
Q: Can something please be done about the heat in the Edwards Building. We have been flagging the issue at every level and is on the risk register. Our teams are going home unwell every day due to extreme heat. During the last heatwave our office topped 40 degrees and it is already 36 degrees today. The team cannot work remotely or in another office. Whenever someone comes to visit it is early morning or on cool day outside. We seem to be getting nowhere.
Response: We are aware that the Edwards building has some ageing air conditioning and ventilation. Whilst we cannot change that overnight, what we can do is prioritise those areas that are experiencing excessive heat, try and get fans out to those areas where we possibly can.
Q: Paul, what are you team going to do in the short term then whilst building a funding case for larger works? Portable aircon units? Productivity will decrease and sickness will increase if no solution ASAP....
Response: In the heatwave that’s just gone, the team were really active in delivering water and ice lollies where they could to areas. So, we’ll continue to do that and please do raise any specific concerns and we’ll try and address them as best we can.
Car Parking
Q: Having spoken to colleagues at Liverpool Heart and Chest Hospital regarding parking charges, is there a reason why staff there pay lower parking fees than colleagues elsewhere across the Group, particularly now that we are operating under the Keep Together model?
If there are different charging arrangements in place, it would be helpful to understand the rationale behind them and whether there are plans to review parking charges to ensure a consistent and equitable approach for staff across all Group sites.
Given the ongoing cost-of-living pressures facing staff, a clearer understanding of the current position and any future harmonisation plans would be appreciated.
Response: LHCH purchase permits from LUH but operate a separate internal car park charging regime with different tariff and concessions.
Q: Will signage be added to RLUH NCP new EV charging points to advise cars not to park in the spaces if not charging their vehicles?!
Response: We will add this to our list of discussions with NCP who lease the car park. As with all parking concerns, we would encourage staff to be considerate, follow the highway code and treat the car parking facilities as you would in a public car park. Thanks Alison
OD/HR
Q: What’s the latest update on the big conversation and staff networks?
Response: I'll let someone who knows more about this answer on the Big Conversation, but the important role that the staff networks play in efforts to be a great place to work is highlighted in the UHL2030 strategy 👍
Q: Will be great to also see the priorities and plans for being a great place to work. If we are supported, feel well, energised and engaged we can deliver great care for our patients. Includes support for leaders and managers who have a tough gig.
Response: Thanks for your comment and support - We are busy planning our engagement approach to inform our plans and priorities. Can you please share your email and name with me at pip.gaskell@liverpoolft.nhs.uk and will be sure to include you alongside our champions and staff network members. Thanks Pip
Q: I have noticed certain people in particular teams have been slotted into roles, and gained promotion with no competition - surely that is not correct, as an equal employer how has this been allowed and signed -off by the Execs.
Response: The Management of Change Policy does allow for employees to be assimilated or 'slotted in' to roles without a competitive recruitment process, but only where the new role is substantively the same as their existing role and specific policy criteria are met. Where roles are new, significantly changed, or where there are more eligible staff than available posts, a ringfenced or competitive selection process is required. Decisions are subject to HR oversight, consultation with staff-side representatives and governance arrangements designed to ensure fairness, consistency and compliance with our equality responsibilities. If any colleague has concerns that the policy has not been applied correctly in a particular case, I would suggest that these are raised through the appropriate management, HR or staff-side channels so that the specific circumstances can be reviewed.
Q: Does the revised sickness policy retain the discretion for managers and matrons to impose a comprehensive prohibition on bank shifts following a period of illness, particularly given that certain departments enforce a one-week or two-week restriction on bank shifts, whereas the prior policy stipulated that such additional shifts should not be impacted unless they directly contributed to the illness?
Response: Yes
Q: With the rise of adults being diagnosed with autism/ADHD/other neurodiverse conditions, is anything being done to develop manager level training to ensure the best support is being given to those newly diagnosed adults? I think there's still a lot of misconceptions around these conditions so would be great if all managers are trained appropriately.
Response: Hi, As part of the new NHS Staff Standards due to launch, this is reflected in the Well Being expectations set for trusts, we plan to build on what is in place across the Hospitals in our Group and will ensure this is included as part of managers development, education and awareness plans. This has also been raised, just last week when we held a staff network workshop to inform our plans for 26-27 - Please email me at pip.gaskell@liverpoolft.nhs.uk , and I will link you into the team’s leading this, to share your views. Thanks, pip Gaskell
Q: What is the current position on A&C jobs? Are they being advertised or is there still freezes?
Response: We no longer have a blanket freeze in place. What we do have in place, however, we do have vacancy control panels... it’s really important that every vacancy that we approve is one that we’re all sighted on and is aligned to the target operating models.
Digital
Q: What is the current plan for the implementation of the AI supported EPRO/PENS dictations etc. as the A&C teams are especially concerned regarding their job roles for future?
Response: AI will impact the way we deliver services and will hopefully enhance the roles that we all do. At this point in time, we do not have a set of vacancies or jobs that are being removed because of the technology used. Our main intention is to use technology to help the roles we have, not to replace them at this point in time.
Clinical/Medical
Q: Could I ask why the clinical teams prefer the use of single-use curtains, particularly given that we are one of the relatively few NHS Trusts with an NHS-run laundry facility at Aintree?
From both a financial and sustainability perspective, it may be worth considering whether reusable curtains could offer greater value. With an established healthcare laundry service already in place, reusable curtains could potentially reduce procurement costs, minimise waste, lower the Trust’s carbon footprint, and make better use of an existing NHS asset.
Response:
Given the Trust’s sustainability and financial objectives and in-house laundry capability, it would seem prudent to review whether the current model remains the most cost-effective and environmentally sustainable option.
Q: Re: integrating clinical services. I just wanted to ask if Stroke community services are on the radar? Currently Liverpool, South Sefton and knowsley patients all receive a different services on leaving the hospital.
Response: The Transformation Plan has a project called the Clinical Directory of Services which is systematically going to work through all services to understand current delivery, and opportunities to work differently in the future. This will consider opportunities within our hospital footprint and where we can work with partners to deliver services differently in the community if it makes sense to do so. Tim
BOD/HLT
Q: Is it possible to get a copy of the organisational structure down to care group level published on the website please? The last one published in November 2023 was extremely helpful and I know myself and many colleagues are struggling to find the right person now due to the moves.
Response: This is currently a work in progress - due to changes across the organisation over the last year, it hasn't been possible to publish a document, but we should be able to once Corporate Service changes are complete.
Q: We seem to have quite a large Board of directors - how does this compare to other NHS organisations of the same/larger size? Are there plans to rationalise this at all and reduce the size/cost?
Response: Whilst the Board may appear larger than that of a single standalone NHS Trust, it has responsibility for a significantly broader organisational footprint and operates across three statutory organisations. The current arrangements are kept under regular review to ensure they remain effective, proportionate and deliver value for money. At present there are no specific plans to reduce the size of the Board, although governance arrangements will continue to evolve as the Group develops and matures, with any changes being driven by what best supports effective leadership, accountability and patient care across the Group
Q: Whilst we have an interim CEO, would be good to hear from the Chair as well.
Response: If you would like to hear directly from both the executive and non-executive leadership of the Group, I would encourage you to attend or watch the Public Board of Directors meetings. These meetings are streamed live via Microsoft Teams and provide an opportunity to hear from the Chair, Interim Chief Executive and other Board members on key organisational developments, performance and future priorities. Recordings and papers are also available for those who are unable to attend live with the next meeting taking place on 16 July.
Misc
Q: People have asked numerous times for an agenda to be shared in advance - any updates on this? Surely some bullet points could be added into the meeting invite when the slides are finalised.
Response: Thanks for your suggestion - we will start publishing topics in advance.
Q: When is the next Royal MD briefing?
Response: 2-3 pm, 23rd July - invites will be shared this week