Session recording
Q: On the new plans for the access way to the podium area going past the Edwards Building, I do note double yellow lines on the CGI image, but as we know these are ignored, will the trust be actively patrolling the area from illegal parking on yellow lines, on the pedestrian pavement by patients/staff and anyone working or shopping in the city? As like West Derby Street its dangerous as cars mounting the pavement to part outside RLH and Clatterbridge, especially as we have elderly patients and one vision impaired. I know I’ve nearly been ran over twice, just walking on a pedestrian pavement in those two areas.
Response, Alison Peckham: Yes, where the highway is part of the LUHFT estate we will monitor the compliance with the parking conditions. In the event that staff and public contravene the public highway, this will fall under the City Council, but we will also link directly with them to report issues and concerns. Thanks Alison Peckhan
Q: RE. the staff buses. The Royal/Aintree bus is often full, mostly with students travelling between the sites for training. Please can you confirm if the policy is that students should give up seats on the bus for employed staff? I was told this was the case, but it's awkward to ask this and nobody seems to know. It feels rude to ask students to get off the bus for actual staff, but the alternative is missing the start of a shift due to a lack of appropriate staff transport or parking.
Response, Alison Peckham: This is not the case, the shuttle services are there for staff and students working on our sites. We would encourage all staff and students to also use public transport wherever possible too. Thanks Alison Peckham
Q: Recycling - Can an explanation be given as to how the recycling items are separated off from household waste? We have been recycling at this office for 3 years, but now we have been told to place our recycling in a black bin bag.
Response, Alison Peckham: Black bags are sent to a recycling centre where it is separated. FYI - we report on LUHFT recycling and waste segregation on an annual basis as part of a mandatory return (ERIC). This information is available via NHS Digital website and the 2025/26 data will be submitted in July for publication in October. We also have a really good sustainability team who monitor all sorts of good practice, if you would like to contact them (Nic Daly). Thanks
Q: There is a real problem for food catering facilities at Broadgreen/LHCH - canteen often has no food left only chips and no healthy choices. Years ago we used to have the 'bite club' on site that sold healthy meals - can something like this be brought back please?
Response, Jonathan Mathews: Thanks for the feedback on this, I will pick up a discussion with our Facilities teams and HLT to see how we can improve catering facilities on site. This is an ongoing discussion aligned with the Resident Doctor 10 point plan. All retail catering outlets across the two hospitals on the Broadgreen site are now being brought together a single team including the former ISS outsourced team that have been TUPE'd into this team this week. As part of this review, we will be upgrading some outlets on site including the main LUH staff restaurant and improving the range of offerings to better represent what the other Group sites have on offer.
Q: Is there a reason the loyalty stamps available at the coffee shops around the Trust - no longer available. Is disappointing if the scheme has been abandoned particularly given the price of hot drinks, we are charging our patients and staff - prices are higher than some high street coffee shops.
Response, Alison Peckham: I understand that there was a delay in receipt of the cards during discretionary spend, however these have now been received. We will communicate this to our retail units, so the message is consistent and you can access them again. We are also investigating the use of a loyalty App which will help considerably.
Q: Can something please be done about people turning right out of the Royal at night (for ambulances only). When people do this, it holds up others in the queue behind who want to follow the signs and turn left.
Response, Alison Peckham: Unfortunately, this is an ongoing issue. We have done what we can within the boundary of the site and ask that staff respect this. Once the alternative roads are complete, congestion on the RLH exit will ease.
Q: Can we get some signage up with costings in the canteen for all food as there is limited signage and it is confusing
Answer – Alison Peckham: Please email gail.
Q: LHCH and BGH staff and patients are struggling to park on site, and I wonder if staff from other hospitals are taking the parking spaces up then travelling to the Royal on the staff bus. Is this fair?
Response, Paul Fitzpatrick: We don't believe there is a significant amount of unnecessary park and ride effect due to monitoring uptake on shuttle bus however we will monitor the situation. We generally have space in the deck car park and are discouraging illegal parking with car parking improvements and proposals for more blue badge and short stay drop off planned this year.
Q1: Getting out of the main car park at LHCH/BGH is awful - at peak times it takes 15/20 plus - this is because patients can now pay at the car parking exit - is there any way this can be switched off, so patients can just pay at the pay points.
Response, Alison Peckham: Pay on exit was introduced as visitors were driving to the barrier and not paying - this was causing a larger backlog at the barriers - for which we received complaints too. We will look at the signage to encourage paying at the car park but note that the visitors walk past the machine to get into the car park!
Q: Can you advise if the trust has any update on the £32 fee payable to LCC to add/change car reg for staff who park on Kempston street. This is unfair as staff who are fortunate to park in staff parking do not have to pay this fee
Response, Paul Fitzpatrick: This is a LCC fee to change car reg. details for this on street parking which we have challenged but is not being rescinded in spite of our challenge which is ongoing.
Q: Lots of staff (and patients) having extreme difficulty car parking while work is going on and roads around the hospital are closed off. Difficulty in egressing car park at busy times eg: 5 pm. What are they building over at the back near woodlands? how long will it take to finish? Can you keep staff informed please?
Response, James Sumner: I will make sure we cover this in the Aintree Executive Managing Director Briefing as it is specific to that site.
Q: LWH staff has emailed car parking yet get no reply what is the plan for these cases?
Response, Paul Fitzpatrick: Thanks, we will ask Car Parking team to ensure responses are dealt with as timely as possible.
Q: I can't get an answer from parking by either phone or email. any other options please?
Response, Paul Fitzpatrick: Thanks, we will ask Car Parking team to ensure responses are dealt with as timely as possible.
Q: Can anything be done about the free for all parking in the disabled and drop-off outside of GOPD at LWH? It's regularly being used by staff and patients without blue badges as it's never monitored. Ambulances and the staff shuttle are finding it difficult to drop off because of this and struggle to manoeuvre when exiting.
Response, Alison Peckham: LWH car parking enforcement is in progress whilst we put in place the legal requirements (as per other sites). Issuing of PCNs for any contravention will follow. All staff are asked to park responsibly and safely and respect the bays for which they are intended.
Q: What is happening with the car park review at Aintree? Some of my colleagues received an email yesterday; however, I didn't. I submitted the form in February.
Response, Paul Fitzpatrick: Car parking reminder emails have been sent out if you haven't renewed yet then please complete the application available online.
Q: Has the recruitment freeze been partially released? I've noticed a position went out for a Desktop Support Engineer at the Royal (internal only), or was this approved as an exception?
Response, JAMES DAWSON: Recruitment continues to be closely monitored with controls prior to approval in place. This role has clearly received approval to be released. Please raise with senior Digital colleagues if there are questions and queries on this particular post.
Q: Please can group and internal jobs adverts be shared on LHCH vacancies as we are missing out on a lot of recent job opportunities across the group. Thanks
Response, Pip Gaskell: Thanks, we will take this away and resolve with the recruitment teams across the group.
Q: Why are there significant delays with TRAC/Recruitment in sending out offers to successful candidates?
Response, JAMES DAWSON: Please let me know which role you are referring to by emailing me on james.
Q: There has been a number of 'management/operational jobs' at Aintree going out as external - should they not just be internal while the operational teams are undergoing restructure and some of us are at risk.
Response, James Sumner: I will speak to Pete Turkington, Executive Managing Director of Aintree, to cover this at the Aintree MD Briefing.
Q: Who is overseeing the voluntary redundancy process? I still have members of staff who applied and have received no communication whatsoever. There needs to be clear ownership of this, as the process has been handled very poorly so far.
Response, James Dawson: Thank you. As James has described if colleagues haven't heard specifically if their VR application has been approved this remains to be considered. Communication has been sent to both those who have been approved and those who may not, advising that at this stage their application remains in consideration. As James has shared, we understand that this may be frustrating and we kindly ask of support as those applications continue to be considered which is a complex and legal process. Thank you.
Q: If staff have taken VR those vacancies used to still exist that we could recruit back into, and it was MARS that the vacancies were no longer needed. Are the vacancies left empty from VR going to be recruited into or will they be disappearing?
Response, James Dawson: If there are concerns in areas where there are vacancies and gaps presented as a consequence of MARS or VR processes, please raise this with the management team of those areas who will be best positioned to share their resourcing and staffing plans.
Q: A problem with some phase 1 cases of VR was managers were not included or aware of decisions made, so could not provide support to individuals successful with VR or colleagues, having to inform teams that their colleague had left and their post would not be replaced, adding operational pressure as well as emotional distress within teams. Has there been learning so managers can support individuals as well as teams, whilst maintaining the individuality and confidentiality for staff applying for VR?
Response, JAMES DAWSON: Thank you, it is important that we learn from our processes and this applies here. The VR process has been led by senior service leads who have and continue to consider the impact of resourcing gaps in their service as a result of VR approvals. Should colleagues require support please raise with the senior leads for the service.
Q: Could you please confirm whether the appeal process for VR begins from the point of verbal notification, or only once the written outcome has been received?
Response, JAMES DAWSON: As described during this session, applications remain to be considered. Whilst it is understood this will be frustrating, at this stage we are purposefully reluctant to advise an application has not been approved and there may be future opportunity for this to be supported. In short, please await confirmation that applications have been declined.
Q: You have acknowledged that people who have applied for VR just want to know if they have been accepted or not, However, are you aware that it is also affecting those of us who are wanting to apply for Partial retirement, do you envisage when we will find out for sure if we have been approved for VR or not, decisions like this just shouldn't be kept on a wait and see basis, it is very poor to be honest, it takes a lot of soul searching to even reach the decision to apply for VR.
Response, JAMES DAWSON: It is acknowledged that to apply for VR can be a significant decision for colleagues. This is however an opportunity for staff and something that is not enforced, as a result this remains an individuals choice if they wish to pursue their retirement plans or await outcomes on any VR application.
Q: When will the nursing/operational structures be made available at LHCH/BGH? Staff are anxious regarding their roles and no real communication.
Response, Jonathan Mathews: Hi, we are working with the Divisional Leadership teams to confirm if/what changes are required. We are hoping to send out further communication within this month on updates.
Q: How much of a consultation, is the consultation process, every time i have been affected by one, it feels as if the decision had already been made before the process even started and was in fact just a 'tick box' procedure, required by employment law/ procedures, I don't know of any that staff have objected to, where a proposal has been changed, just a thought.
Response, JAMES DAWSON: This would be appropriate to raise with the leads of the consultation process you refer to. I would assure that structures are and continue to change as a consequence of consultation processes.
Q: When will the Workforce TOM finally be agreed? There are people (I'm one of them) who are still unsure of their role and banding they are being placed in. I recognise this is large undertaking an can accept it takes time but if we have a finalised date, it will help manage expectations.
Response, Pip Gaskell: Thankyou - An update is planned to be sent to all colleague at the end of this week from Heather - Your Director of People will also be able to confirm where we are in the process and timelines for next steps - Please email me and I can support.
Q: Lots or rumours are going around about LWH services moving to the 9th floor, any truth in this?
Response, James Sumner: No - the outline business case for the long term future of the Women’s Hospital looked at several options, one of which was integrating into the existing royal(which is where the 9th floor was looked at) but the most likely option was that of a new build on the old royal site which is clearly a long term project that needs a national business case.
Q: Is there a time frame on when LHCH and Broadgreen Pharmacies are going to join together?
Response, Jonathan Mathews: Dany Forrest and Pippa Roberts are working closely together to understand how we can support each other. I am meeting with them supported by the Corporate TOMs group to get an effective model which we can bring to staff. There are no immediate changes planned.
Q: The Enforcement Undertakings signed in January 2026 are a legal agreement between NHSE and LUHFT as the licensee. Given that LHCH remains a separate legal entity with its own licence, to what extent is LHCH formally included in the scope of this regulatory intervention, and will our performance be reported to NHSE as part of the Group’s mandated monthly oversight meetings?
Response, James Sumner: When we have oversight meetings, we discuss the LUHFT position and/or LWH performance position but not the LHCH position, we do that separately on a less frequent basis as the Trust is in a higher banding.
Q: Where/how can we see a copy of the strategy please? Thanks.
Hi - the draft strategy is on the stronger together website, once the final strategy has been approved there will be wider communications to share this.
Response, Thomas Pharaoh:, Hi - the draft strategy is on the stronger together website, once the final strategy has been approved there will be wider communications to share this but bear in mind that it's changed a fair bit in response to the feedback we've received.
Q: Some of the ideas submitted on the Big Conversation were excellent and will really make a positive difference to us all. Have/will all ideas be considered for implementation?
Response, Thomas Pharaoh: Good point. The Big Conversation asked what people thought about the strategy but also asked for wider feedback. Now it's closed we'll be collating everything and taking a look. Thanks
Q: Will the theatre scheduling model be kept when nerve centre comes in (ATMIS / TMIS)
Response, Matt Connor: Nervecentre has the theatre scheduling functionality within, and we are planning to replace. However, we will be undertaking a full of the functionality to make it's the right thing to do, and this will be undertaken within the Theatres task and finish group - starting June / July this year.
Q: Thank you for all your hard work James and best wishes for the future. Could I ask whether staff can register their interest in being involved in the EPR development, or will this opportunity come in due course?
Response, Matt Connor: Absolutely, we welcome staff wanting to contribute to our EPR programme. We will be launching the programme shortly and more details regarding getting involved will be included in those communications, however you are welcome to contact our EPR team via digital.
Q: Are there going to be jobs/secondments available for the implementation of the new EPR, especially for the LWH staff?
Response, Matt Connor: As our EPR programme moves forward we will need to ensure it is resourced appropriately and this may include the requirement for secondments. Where secondments are advertised, staff from the Group may register their interest. We will also welcome staff engaging with the EPR programme in other ways too.
Q: Hi, do we know whether there are ongoing negotiations regarding improving on the 3.3% pay rise? Thank you.
Response, JAMES DAWSON: Pay is aligned to national terms and conditions and national pay award. Pay scales have been adjusted to align to this from 1 April 26.
Q: Given that the Finance team now operates as a unified service across the Group, and LUHFT is subject to mandated 'spending approvals' under the January 2026 Enforcement Undertakings, how is the Group ensuring that LHCH’s operational autonomy and its ability to reinvest its own £9m surplus are not restricted by the more stringent financial controls legally required for our partner Trusts?
Response, Jonathan Mathews: I think this has been referenced in a previous question. However, the Trust Operational Surplus is part of a wider C&M position and we are unable to reinvest the surplus position for this year. The undertakings at LUHFT do not apply directly to LHCH. I will be doing some wider engagement with the Trust, so colleagues understand the differences, starting in the local team brief.
Q: Have all the services been issued new budget codes following the TUPE? I am not sure who I need to contact to confirm the budget code. I am in Health Records LHCH have several urgent orders to place so I would appreciate a timely response.
Response, James Sumner: If you could contact the Communications Team or me directly regarding this matter, we will pick this up and get straight into sorting the matter for you.
Q: Good news on the Performance and the waiting lists etc. We do still need to work on the larger amount of DNAs in some clinics and discharge more after a few DNAs in a row, opposed to continually re-booking as I did notice 1 in a new clinic of my someone with 11 DNAs in a row. This costs the trust moment and hiders patients who will turn up having a quicker appointment.
Response, Beth Weston: Thank you. I agree, we do need to focus on DNAs. We have an outpatient improvement programme which will hopefully reduce the number of DNAs this year, working with teams across the sites as well as primary care colleagues. If you would like further information please e-mail me: beth.
Q: Do we see any delays to strategy or decisions around clinical strategy whilst the new CEO position is filled or will 'business' continue as normal.
Response, James Sumner: No, we are looking to bring someone in to deliver the strategy and plans we already have.
Response, Thomas Pharaoh: James has obviously been instrumental in developing the strategy. It'll be for the leadership team, including new CEO, to make sure that we deliver it for patients and staff.
Q: Research nurses were not given anything at all in the nurse day yesterday - really disappointing to be left out.
Response, David Melia: I'm sorry if you felt left out, that wasn't the intention. This year we took a different approach, and each site organised their own celebrations with most wards and departments organising their own celebration. Site leadership teams tried to visit as many areas as they could. There wasn't a lot of 'freebies' this year, it was more about saying 'thank you'. Once again, I'm sorry if you felt forgotten about, it wasn't intentional.