UHL Group Corporate Services FAQs

To watch back the Special Staff Brief from 21 July, click here.

SINGLE CORPORATE SERVICE

Q. Why are we forming a single corporate service?

Corporate services provide vital support for our clinical teams and going forwards it is important we have the right corporate service form if we are rethinking how we deliver care and provide resilient services for the future.

Creation of single corporate services will enable the LAASP organisations to look at this challenge together and move to new models where resources, skills and experience can be brought together. The combined workforce can be deployed more flexibly, and career development pathways can be offered clearly and consistently.

Our vision for UHLG Corporate Services is:

 “Shared, class-leading, sustainable corporate services for the trusts in LAASP.”

Q. Will it help with vacancies?

Within these services we are already carrying high numbers of vacancies across each of our organisations.

By creating new service models, we can make these services more resilient for the future, whilst improving our ability to best support our hospitals, as well as adopting best practice approaches collectively.

The result should be that vacancy restrictions are no longer required, and services are designed to be delivered within an agreed budget that fits within a financially sustainable envelope. 

Q. What will the model entail?

We know from recent feedback that staff would like more detail about what establishing a single corporate services model will look like and involve, and we understand that the delay in providing more information has been frustrating at times. You can watch back the Staff Brief session on Corporate Services, which explains the model in more detail, and more detail will continue to be shared with staff.

Q. What functions are counted as corporate services?

The below functions are considered the predominant corporate services.

• Digital, Data and Information
• People, Culture and OD (including Clinical Education)
• Strategy and Business Planning
• Communications and Marketing
• Research, Development and Innovation
• Corporate Affairs
• Commercial and Procurement
• Finance
• Quality Governance and Risk
• Transformation and Improvement
• Corporate Operations/Performance
• Corporate Nursing
• Corporate Medical Team

• Estates and Facilities.

Q. Is this a LUHFT takeover?

We would like to reassure staff that this is not a LUHFT takeover.

All LAASP partners have agreed that this is our opportunity to create something new and better – that takes best practice from across all organisations and even looks outside to industry best practice to create services that are innovative centres of expertise that provide value for money.

 

TUPE

Q. What is TUPE?

TUPE refers to employment legislation applied where a business transfer or service provision change takes place, therefore TUPE is applicable as corporate services come together.

The transfer of undertakings protection of employment (TUPE) legislation provides protection to individuals employment terms and conditions, and continuity of service as a transfer takes place.

Q. Why TUPE?

TUPE is a mechanism that will enable us to achieve our vision to bring our corporate service teams together to create UHLG Corporate Services. The technical transfer into LUHFT has been decided upon to support the efficiency of this process.

National agenda for change terms conditions will apply to the majority, if not all corporate service functions therefore we do not anticipate differences in terms and conditions, however this detail will be explored, and any potential changes will be consulted upon.

Q. How will it be made fair?

Work will be undertaken across the five organisations exploring any differences in terms and conditions, with the intention wherever possible, to align those across all organisations.

Trade unions and staff will be involved in any plans to align or change terms and conditions, if and where they are identified.

Q. Are Staff Side and the unions engaged?

TUPE is a legal process and mandates that we must inform and consult where required. We will be following due process with our trade union colleagues throughout, ensuring that they are engaged and that the reason for TUPE is clearly set out to ensure clarity for colleagues.

As part of this process, we will work in partnership with trade unions ensuring that the views of staff and feedback is represented and considered.

Q. Will TUPE apply to all corporate staff?

We expect that TUPE will be applicable to all corporate teams, however there may be a small number of specific services which fall out of scope of the TUPE transfer due to the nature of their work. This will be determined through the Target Operating Model for each corporate function.

Q. What is the timeline for TUPE and the creation of shared corporate services?

The specific dates that corporate teams will subject to TUPE are in the process of being determined, however we are optimistic that all corporate teams will come together within the current financial year. It has been agreed that People and OD teams will be subject to TUPE first, who will be able to guide further teams through this process.

Once specific agreed dates are confirmed this will be shared with trade unions colleagues and staff at the earliest opportunity.

Q. Will this process allow us to transfer existing salary sacrifice contracts we may have such as NHS Fleet Solutions and other arrangements as part of the TUPE process?

What salary sacrifice schemes current Trusts offer will be explored. We will endeavour to make the TUPE process as smooth as possible for individuals, transferring existing commitments individuals may have wherever possible.

We will develop and share more information about details such as salary sacrifice, lease cars etc in the coming weeks.

Q. Will there be a consultation period for this 'merger' as is usually done in these cases?

This is not a merging of organisations, however, there will be consultation with trade union colleagues and individuals where required as part of any TUPE and change process. Any changes will adhere to TUPE legislation and organisational change policies where applicable.

Q. Will there be support or additional recruitment for HR be able to support TUPE transfers? There will be increased demand for services by the hosting service.

We are aware that there is a significant requirement for HR support for both TUPE and organisational change, and how we best support that is being considered currently.

Q. If staff are TUPED to LUHFT, though working in another organisation, do they need to do mandatory training for LUHFT and for the organisation they work in?

Existing mandatory training compliance will transfer with individuals and work will be undertaken post transfer to consider how we align this and create consistency. This detail will be explored with Education leads across our organisations and any changes to this will be communicated.

 

WHERE WILL I BE BASED?

Q. Will I be expected to relocate?

For many teams there will be no immediate change in location, however as we come together it may be deemed appropriate to bring functions together for the benefit of team dynamics and efficiency.

Any change in location will be shared with trade unions and staff impacted, when and where appropriate.

Q. Will teams/departments be merged as a result of the change and is there a possibility for staff to be relocated if this is the case?

The design of the corporate service functions will result in a single structure for each function. Any proposed change to the location / base of corporate teams will not be fully understood until the models are designed and approved.

We will be carrying out a full assessment of our estate and looking at our estate plan for the future. This will enable us to have sight of opportunities there may be to support teams who may benefit from working more closely.

Q. If we are expected to relocate, what support will be given to colleagues who are required to move sites, through no fault or choice of their own?

Any proposal to location changes will be communicated with trade unions and impacted staff. Individual needs and circumstances will be considered as part of this process.

Q. Will I still be supporting the hospital that I work with?

We acknowledge that colleagues will have a strong connection with the hospital that they currently work with. Right now, we don’t know exactly how every service will be set up and whether individuals will still be supporting their existing hospitals individually.

It is important to ensure that our corporate services colleagues continue to feel this connection, and this will be a major consideration for us as we form the new service models.

 

REDUNDANCY

Q. Will there be redundancies?

One of our agreed LAASP People Principles is to avoid redundancy wherever possible, and redundancies will only be made as a very last resort, and only when we have explored all other options.

As we are holding many vacancies, we hope to resolve this change process without redundancy and there is currently no finance provision for this.

Q. What happens if one of those vacant roles does not fit your skill set? Will redundancy be offered in these circumstances?

We will follow organisational change principles when manging this change process. Where an individual’s role may change, any training required, skills development for example will be considered.

Q. Will there be redundancies across areas if services are being linked? For example, if there are duplications of departments within different trusts?

As described above, we don’t envisage to make any redundancies at this stage and will always look to retain the skills and knowledge of our teams.

Q. Could voluntary redundancy be offered for those that don't want to be TUPE’d?

There is currently no redundancy offering in the pipeline.

Q. What happened to the money for MARS? Will it be continued?

The Mutually Agreed Resignation Scheme (MARS), whilst managed locally is a national NHS based scheme. Consideration of the opening of a further MAR scheme and the timing of this is being given to enable staff subject to change an option to explore this.

The national rules will be applied and careful scrutiny to each application will be given.

Any further openings of the MAR scheme will be shared across the LAASP organisations.

 

RECRUITMENT FREEZE/VACANCIES

Q. Can we recruit to existing vacancies?

We are aware that within these services we are already carrying high numbers of vacancies across each of our organisations.

Currently, vacancies that can be recruited to are those that are externally funded, capital funded or relate to a risk of over 12 on our risk register. This means that overall, most corporate services vacancies can’t be filled right now. This is not only applicable to our organisations but applicable to the wider NHS.

Q. How will the new shared corporate services help with vacancies?

If we can design and deliver corporate service within an agreed budget within the financial envelope, the result should be that vacancy freezes are no longer required.

Q. You said vacancies will be unfrozen. Do you mean that once Corporate Services have been redesigned - you envisage there will be enough staff to cover, or that where it is required, we can recruit?

The design of the new corporate services will include a cost model that sits within an agreed financial envelope, ensuring we meet budget trajectories should negate the need for vacancy freezes.

Q. It feels like understaffing is being used to force staff out to reduce numbers rather than making people redundant.

All vacancies are risk assessed and where there is a risk to service delivery those vacancies are currently being prioritised. Current financial pressures on our teams, is understood however those vacancy controls are to support our financial sustainability that this change process aims to deliver for corporate teams.

Q. Will there still be development opportunities for staff who have been promised them before this vacancy freeze?

Development of our workforce is fundamental to success of our organisation and best outcomes for our patients. We will - albeit in a very constrained financial NHS context - endeavour to ensure that our teams continue to have opportunity to professionally and personally develop.

Q. Will current vacancies we are holding as part of the recruitment freeze be surrendered to CIP, to reduce cost and reduce headcount?

Corporate leads are being asked to review vacancies that are currently on hold and to consider which of those can contribute to cost improvement. This requires a risk assessment approach prior to any contributing to CIP delivery.

 

WHAT HAPPENS TO MY ROLE?

Q. Will I have to apply for my existing role?

We will endeavour to limit the impact of this change process on individuals and where possible avoid the need for recruitment processes. There may however be circumstances where roles may change, or individuals may perform similar roles that leads to competitive interview processes being required. This will ensure fairness and line managers will be asked to support their colleagues and teams where this may occur.

This will only become clear when SROs work through their Target Operating Models and develop a proposed structure for the future team.

Q. I am currently on maternity leave – what assurance can I be given about my role?

Your manager line manager will ensure that you are fully informed and provided with the opportunity to engage in the development of the new model for the team/service you work within.

Q. What support is available for international staff who require a right to work, and will they be required to apply for another certificate of sponsorship due to a change in employer?

We will support our international staff in dealing with any potential requirement to notify the change in employer.

Q. What happens if I am on secondment?

All secondments will be looked at individually because each one has been put in place for a different reason, so there isn't a blanket approach. The SRO leading the development of the target operating model for each corporate service will be required to ensure that staff who are on secondment, or off on long term sick, maternity leave etc are communicated with and have opportunity to engage in the process.

Q. What principles will decide if individuals need to reapply for their roles or not?

As described above, the impact on individuals and the need for competitive interview processes will be minimised as much as possible. However, where this may occur line managers will be asked to ensure that their teams are supported in this situation.

Q. If staff have been working in a role for several years and other staff are deemed higher qualified, and not by experience, would this mean you would be re-allocated/penalised or not allowed to apply?

Workforce change policies and processes will be applied to ensure fairness where opportunities may arise as part of this change process.

Q. Some colleagues may have the same ‘job title’ as others across the organisations, but the actual role, job function and abilities are different. How will this shared service ensure our uniqueness is maintained and recognised?

We recognise that there will be differences and nuances across team, services, and organisations. In designing the new operating model for your service, the lead SRO will listen carefully and take that into account in developing the new operating model.

Q. As and when roles/bands change, how long will current pay be protected for people?

We are currently working with our staff side colleagues on moving to a LAASP organisational change and pay protection policy to ensure equity across organisations. 

Q. If people are required to undertake additional work as a result of this restructure, will they be rewarded accordingly i.e. pay review?

Remuneration for work undertaken will be in keeping with Agenda for Change terms and conditions and local workforce controls.

Q. If we have a situation where there is an interview for a role, it feels like the individual who works in the Trust that the SRO works at will be at an advantage.

Any interviews would follow agreed workforce change principles and would be carried out fairly to avoid any bias.

Q. What about any subsidiary supporting roles, as they do not undertake the same generic roles?

This will only apply to employees of the LAASP organisations.

Q. What will happen to staff currently on temporary roles? Will they be guaranteed extensions pending the wider review?

Existing fixed term contracts will be reviewed on an individual basis. There will be no blanket approach to extending those contracts.

Q. Given the scale of change across Cheshire and Merseyside, there will be people who may be displaced. Will priority be given to our own staff at risk within LAASP, or also open to NHSE/ICB when it comes to matching a person to a position?

We have an agreement with the ICB that we will ensure our colleagues within LAASP are prioritised first. If we find that we get to a point where we have more jobs than we have people, we may go further field, but in the first instance, we've got an agreement with the ICB that we'll look at our LAASP organisations for any posts first.

Q. What happens if you are on a specialist site and your job falls within a few different categories?

Any changes to individuals’ roles exiting roles will be discussed on a case-by-case basis.

 

CREATION OF TARGET OPERATING MODELS (TOM)

Q. What is a TOM?

A target operating model (TOM) will be the new model for the corporate services team. It will be led as a transition by a Senior Responsible Officer, who will be responsible for developing the TOM.

Q. What is the proposed phasing?

Group	SRO
Group 1
People, Culture & OD	Heather Barnett
Group 2
Digital & Data	Matt Connor
Strategy & Business Planning	Tom Pharaoh
Research, Development & Innovation	Lynn Greenhalgh
Corporate Governance	Daniel Scheffer
Communications & Marketing	Chris Mawdsley
Group 3
Commercial & Procurement	James Thomson
Finance	Rob Forster
Transformation & Improvement	Tim Gold
Corporate Operations/Performance	Beth Weston
Administration & Secretarial	Daniel Scheffer
Group 4
Corporate Nursing	David Melia
Quality, Governance & Risk	Clare Alexander
Corporate Medical Teams	Jim Gardner
Estates & Facilities	Tom Pharaoh

Q. When will we be consulted with on our target operating models?

Each SRO is currently in the process of considering the form of their future service. Some are a little further ahead than others and have already started talking to team members around their plans for coming together.

Don’t worry, if you haven’t been engaged with to date, the SRO for your service will engage with you in the near future once they have information to share.

All colleagues will be given a full overview of the plan for how they will be brought together and the steps that will be taken to ensure that the transition is as smooth as possible.

Q. Where does my team fit within these groups?

If you are unsure as to where your service fits within one of the above identified corporate service groups, the Senior Responsible Officer assigned will be in touch soon.

Q. When will the staff consultation period commence?

There will not be a single consultation period for all corporate services. Each service redesign will consult separately with appropriate trade union engagement/involvement in accordance with best practice and policy, and aligned to their timescale for transition.

Q. What is our involvement as employees in developing TOM?

SROs are asked to engage early with those affected, listen to their views and feedback and consult formally before implementing the change.

Q. Are the SROs for each corporate team restructure from each of the 5 Trusts or are they all/mostly existing LUHFT Leads?

The SROs for the Corporate Services Programme are UHL Group Execs as they will be the accountable officers for the UHL Corporate Services. The development and design of the corporate service operating models will involve stakeholders and subject matter experts from across all 5 LAASP organisations.

Q. Are the SROs involved in formation of the TOMs sufficiently experienced in our organisations and departments?

SROs have been appointed as a result of their experience and ability to design and lead the proposed changes for their functions. As part of this process, they will engage with subject matter experts who will ensure that their proposals are risk assessed and quality assured.

Q. When will we see the TOM?

There will be a TOM designed and approved for each corporate function/service. Teams are in the process of discovery and design at this stage and aim to finalise those within Q2 and Q3 2025/26.

Q. How will we avoid having multiple tier workforces, where people performing the same function are getting paid differently?

As target operating models for corporate services are developed, teams will be involved in the design and shaping of the single service supporting five organisations. It is through this process that we will identify and address anomalies.

Q. If People, Culture and OD are Group 1 - what is the target date for their revised services to be up and running?

The POD Corporate Services Team are in the process of designing the target operating model and this will have to be taken through the relevant approvals. At this stage we have indicative timeframes we are working towards. For POD we have indicatively planned for the 'transition' to be undertaken Q3 2025/26.

Q. How do colleagues in smaller Trusts ensure our voice is heard in terms of recommending improvements and influencing efficient/effective change? As LUHFT are bigger, our opposite numbers are often at a higher grade, and it feels like they have the ear of the director who has been a LUHFT director before they became a Group director.

Workforce change processes are there to ensure fairness and avoidance of bias.

 

SUPPORT AND WELLBEING

Q. How will staff be supported through this change?

We recognise that each and every colleague that is going to go through this change will experience it completely differently. People will feel uncertainty, loss, excitement, and concern — sometimes all at once or sometimes different things on different days. This is normal and we will be supporting colleagues through the change and supporting leaders and managers to navigate the change with their teams.

Q. How will we be able to provide feedback and engage?

You will be given opportunities at an organisational level and a local level to engage with the process, feedback your hopes and fears for the future and to help shape the future of your service.

We are planning to hold a “big conversation” which will be about the future of how we work together and a large element of that will be dedicated to corporate services – we’ll share more information about it over the next few weeks.

At a local level, your SRO will be leading engagement with you and your team members. More details on this will be shared within relevant teams directly soon to correspond with where they are in the process.

Q. How will wellbeing be prioritised during this process? Resilience is low and carrying on as we are will undoubtedly cause burn out and or push others to seek alternative employment.

Line managers are asked to support their staff through this process. Resources to support line managers with tools that may assist them do this will be shared and staff support services are there for staff to access as and when required.

Q. What support will you be providing to HR colleagues to deliver what is probably going to be a very challenging process – one they are also going through themselves?

It is appreciated that staff will be involved in supporting the delivery of this change process whilst being subject to change within their own respective teams. As above line managers are asked to support their teams through this process and support mechanisms are there for all staff to access.

Q. Have you considered the costs around wellbeing? Staff under pressure/stressed during this process could mean sickness absences will be even higher.

We acknowledge that change can be difficult, however the intention of this change process is supporting the longer-term sustainability of our services and create opportunities for our teams.

 

MANAGERS

Q. What work is being done to support team leads or managers who will be managing a newly combined corporate service to ensure positive cultures and shared values are present from day 1?

We recognise that ensuring our leaders and managers are equipped and supported to lead their teams through this change is critical. OD and leadership development will be central to this, and we will be sharing more information about what will be available for leaders in due course.

Q. Are people being promoted/upbanded due to the coming together of services?

We have strict vacancy and workforce change controls in place as do all NHS organisations currently. Any uplift to role, band or pay will have been through this robust process.

Q. Will managers all be moving up the pay scale as they are managing more staff across the Group?

Agenda for change terms and conditions will be applied and remuneration for all roles will adhere to national and local job evaluation processes. To manage more staff does not translate to higher banded roles.

 

GENERAL

Q. So are we now LAASP or UHLG?

UHL Group formed in November 2024 and currently consists of Liverpool University Hospitals NHS Foundation Trust, and Liverpool Women’s University Hospital NHS Foundation Trust. LAASP is the Liverpool Adult Acute and Specialist Providers, and consists of LUHFT, LWH, Liverpool Heart and Chest Hospital NHS Foundation Trust, Clatterbridge Cancer Centre NHS Foundation Trust, and the Walton Centre NHS Foundation Trust.

Until LHCH, CCC and TWC officially move into UHL Group, they remain individual trusts. All organisations are members of LAASP, as this is the programme we are using to review how we can improve NHS services in the city.

Q. Where is the evidence that we are promoting secondments for A+C staff?

As the single corporate services are developed, we anticipate lots more opportunity for individuals to move more easily, and experience different roles and opportunities through secondments etc where appropriate.

Q. Will our uniforms change?

We're moving to the national position of taking the national NHS uniform. Some of the organisations within LAASP have already done this, and others will follow.

Q. Are there any successful models of different trusts coming together to work collaboratively?

We have engaged with organisations that may currently operate within a Group model or are in a similar trajectory to develop their Group model like us. This is part of that discovery phase and allows us to share the learning from those organisations to help us in our thinking and target operating model design and future structures.

Whilst this engagement and learning is helpful to us, we are not taking a blueprint approach from another Trust as each healthcare system and region will have its differences. Our services need to meet the needs of our patients and communities within the Liverpool City Region.

Q. Will this also include hosted services such as the Cancer Alliance and Cheshire and Merseyside Provider Collaborative?

Hosted services will continue to use our corporate services.

Q. Will we create a shared bank or continue using NHS Professionals etc?

Temporary staffing bank provision is being explored to ensure that we continue to meet the needs of the Group. It is recognised that some of our Trusts engage NHS Professionals whilst others have an in-house temporary staffing bank.

Those teams are engaged with this process to ensure that any future agreed model is sustainable and meets the needs of the organisation.

Q. For staff who have been involved in TUPE or shared services before, will you be looking at the lessons learnt from these experiences to avoid mistakes happening again? Some colleagues have been left with poor morale and a high number of staff leaving as a result.

Yes, we acknowledge there are a lot of lessons learned from previous experiences, and we will be taking these with us on this journey.

Q. If future proposals arise to transfer services outside the NHS, will this involve consultation with staff and trade unions; and will any future provider uphold NHS terms and conditions?

Any changes to service provision that may impact on staff will be consulted on with trade union colleagues and individual staff members.

Q. Some LUHFT staff are stating in their email signatures that their role is for "University Hospitals of Liverpool Group". Is this correct?

Yes, LUHFT is now a part of UHL Group as this was formed in November 2024 by LUHFT and LWH. So, it is correct for some colleagues to have UHL Group in their email signature as they are a part of the Group now and it exists. However, it doesn’t mean that they are responsible for that service right across the Group – it’s just about what they are doing today in their role.

Q. Has there been any costings of new potential structures?

Executive leads developing the new operating models are designing optimal services to support five organisations, but that of course has to be affordable and financially sustainable.

RESEARCH, DEVELOPMENT AND INNOVATION (RD&I)

Q. With the push to be self-funded will the focus lie primarily in commercially funded research, and will non-commercial work with no funding associated continue to be supported?

Absolutely not, we would always aim for a planned portfolio of both commercial and non-commercial trials.

Q. If set-up is a core process and not site, will all set up staff potentially be in the same office e.g. not in each separate site? 

There are no current plans to relocate staff to the same physical location, as set up will primarily be a site function.

Q. For set up will we therefore still set up as separate organisations? We could deliver studies across all the partners in the group. Will set up be at each member of the group or are you thinking of a combined set up bearing in mind how well that worked last time?

This is to be worked through, but we would work towards setting up studies for the group if open at a number of sites.   

Q. I don't understand the themes. I cross site cover between Aintree and royal as band 7 lead - will this impact this?

There will be a consistent set up process across all sites, however the trials set up function will be undertaken at site where the trial will be delivered.

Q. Will the Royal always be the defacto lead for themes as "the biggest trust"? Who will decide which trust leads which stream if there is a 'central' go to for a particular theme? E.g. Radiology, Labs, AI, Resources etc?

This will be led by priorities as defined by the Group research strategy, which will be published later in the year.

Q. What roles are likely to change and what different roles will people move into?

This is currently being worked through, and further updates will be provided in the autumn.

Q. You mentioned Aintree and Liverpool as two different areas. How will this work within Ophthalmology who have centres on both sites?

Research delivery will always follow the provision clinical services – decisions around the provision of many clinical services has yet to be decided.

Q. Will the workstreams be refined to reflect expertise and minimise risk to current good practice?

Absolutely, this will be taken into consideration with the development of the final model. 

Q. Does this mobilisation period affect both clinical and admin?

Yes, as we consider all of these roles as key research functions.

Q. Within the core processes, there are core finance functions. Will these be transferring from the corporate finance function?

This is unknown at this point in time, a finance workstream has been established to discuss this in more detail.

Q. Sponsorship and Governance are two different workstreams, so how can they be put together effectively? Where does set-up sit?

The model for delivering research functions in the group is being developed and you will have an opportunity to comment on this during a consultation period. 

Q. Will any provisions be given for travel to another site - financial support for increased travel and time allowed for travel?

This is currently being worked through and will form part of the consultation process.

Q. What are the themes going to be? Are we going to lose focus on the neuroscience speciality?

This will be led by priorities as defined by the Group research strategy which is in developed with all partners and Clinical Directors of Research, and will be published later in the year.

Q. If things are moving centrally (physically) will we also receive extra support within the current Trust structure, or will it only be a small team remaining onsite?

Central delivery does not necessarily mean sitting being physically located in one office. 

Q. Mobilisation – what is the time frame for this and how much warning will we get if consultation is going out in the Autumn?

The current plan is for mobilisation from 1 April 2026.

Q. Does centralisation mean physical or metaphorical?

We will be centralising functions so all of the group are following the same process for set-up, sponsorship etc. We do not have a research building, so staff will remain at current base, but this may change over time.

Q. On "equivalent banding" is it recognised that the AfC doesn't really suit some of the roles, e.g. 8 doesn't mean 'manager' but research specialist skills? 

We will take this into consideration during the consultation process and follow the AfC national process.

Q. As one, will staff be pulled at last minute to cover sickness at different sites?

There are no plans to do this, due to training and delegation requirements.  However, for long term sickness there may be occasions when an agile provision of service will need to be provided.

Q. Will line managers be looked at i.e. are staff likely to have new line managers?

Yes, there may be some instances where staff work under new line managers as we work through the operating model.

Q. Will there be a protected budget for staff development?

We will be working with our Learning & Development department to ensure there are still training and development opportunities for our staff.

Q. Will there be an opportunity to look at staff roles and responsibilities and how they differ in each of the areas?

This will form part of our process of defining the operating model.

Q. How will this benefit patients and their journey through research compared to what they receive now? I have heard a lot about funding and staff but not about direct impact to patients. 

We know that research improves patient outcomes. By offering more opportunities and being focused on inequalities will be of tremendous benefit to our patients.

DIGITAL SERVICES

Q. We've had shared IT services previously (Informatics Merseyside) that didn’t work for some organisations, so services were pulled back in-house. Why will this be different?

This approach differs significantly due to the presence of a single leadership structure operating under one organisation, not a supplier-customer model like Informatics Merseyside. There is now a clear vision and strategy in place, with a roadmap focused on converging systems and infrastructure to ensure alignment and effectiveness.

Q. As the digital teams come together under the new hospital group model, how will the organisation ensure alignment of digital infrastructure, systems, and governance, particularly where there are different platforms, support models, and cyber strategies in place? Will there be a unified digital vision early on to avoid fragmentation or duplicated effort?

The ambition is to converge the complexities of existing digital systems into a simplified, scalable enterprise architecture. While this is a complex task requiring time, a set of guiding principles is being developed to support this vision, with early and ongoing engagement with specialist teams to harness their expertise and prevent duplication or fragmentation.

As the digital teams come together under the new hospital group model, we will adopt best practices from organisations that are performing well, including Cyber management practices.

Q. Digital teams often work with different structures and on-call arrangements. As we go through TUPE, how will fairness, transparency, and consistency be ensured, particularly for staff wellbeing and retention?

There will be a concerted effort to harmonise and standardise on-call and support arrangements across teams. This will be done in alignment with the LAASP People Principles and in collaboration with staff-side representatives. The Target Operating Model (TOM) will be developed collaboratively, aiming to incorporate the best aspects from each team and evolving over time to meet collective needs.

Q. Does this mean there will be only one IT team (e.g. single service desk, desktop, infrastructure), and could this mean a requirement to work across multiple sites?

Yes, there will be a single digital service and leadership structure. Centralised functions, such as cybersecurity and enterprise architecture, will be established, while essential local services like end-user support will remain site-based. A single digital service desk, for instance, is likely to be harmonised into a single function. The requirement to work across sites will depend on individual roles and will be addressed during the development of the Target Operating Model (TOM).

Q. Given current flexible working patterns across digital teams, how will decisions about work location and base be handled during TUPE and the transition to a single hospital group model?

The organisation is committed to continuing support for flexible working arrangements and will make thoughtful decisions about work locations. There is no intention to forcibly relocate staff to a single site, as this would be counterproductive. Instead, the approach will focus on what is most effective for each function, often involving a mix of local and collaborative working. Staff feedback will be sought as part of each digital function’s review.

Q. There are still ongoing IT issues post-RLH and Aintree merger. How do you plan to manage integration across even more organisations when the last merger remains problematic?

It is acknowledged that these issues persist. While some improvements have been made, such as through single sign-on, efforts to fully integrate RLH and Aintree were paused to allow for a broader, scalable solution across all five trusts. That wider work has now begun and is a central goal of the new single digital service.

Q. Will there be investment in service improvement, such as through RPA or automation?

Yes, automation, RPA, and AI are recognised as strategic enablers for more efficient services and are priorities within the NHS 10-Year Plan. The TOM will be designed to support the adoption of these technologies as part of delivering streamlined and modern digital services.

Q. We are coming off the iDigital shared service with low morale and staff loss. How will past mistakes, particularly regarding smaller trusts being overlooked, be avoided this time?

The difficulties experienced with iDigital are understood, and this feedback will be taken into account. The new process of integration will be approached with care, recognising the challenges staff have already faced. This is seen as the right strategic direction, and efforts will be made to ensure staff feel considered and involved throughout the transition.

Q. Does this mean there will only be one IT team and that staff may have to work across multiple sites?

As mentioned earlier, there will be a single digital service, with some functions centralised and others remaining site-specific. The need to work across multiple sites will be determined by role and discussed during the TOM development process.

Q. What involvement will staff have in developing the TOM?

Staff engagement will include face-to-face roadshows, all-hands meetings, and the opportunity to provide input before TUPE takes place. Draft TOMs are being co-developed by the wider leadership team, representing all LAASP partners, to ensure inclusivity and relevance.

Q. You mention collaboration, but no SRO appears to be from LWH.

There are indeed representatives from LWH involved, specifically, Lynn Greenhalgh and Matt Connor are playing active roles in the leadership and collaborative efforts.

Q. It’s reassuring that this isn’t a LUHFT takeover, but it doesn’t always feel that way on the ground. Staff at smaller trusts often feel underrepresented. How will you ensure their voices are heard?

Wider digital leaders from organisations including CCC, LHCH, LWH, LUHFT, and TWC have been involved from the early stages. There is a commitment to inclusive leadership and collaboration across all trusts, ensuring all voices contribute to shaping future improvements and changes.

Q. You say relocation isn’t expected, but LWH digital staff are being moved offsite to LUHFT.

This move is due to the existing temporary accommodation arrangement at the LWH site; however, the digital team is looking to retain estate across LAASP. These decisions are not indicative of a wider relocation policy but are being made pragmatically, with long-term plans to be developed collaboratively.

Q. Will there be a single base for digital services?

As mentioned, this depends on function and necessity. While some roles may centralise, many will remain site-based.