Car Parking
Q. Please can you confirm the appeals process for changes to car parking outcomes. I have asked but no response yet.
A: Appeals should be directed to carparking@liverpoolft.nhs.uk; please allow time for the emails to dealt with following the application process and Christmas/New Year holidays.
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Q. The potholes in the LIP car park are back again. Can we get in touch with the landlord to have them fixed? Someone's car is going to get damaged. Thank you.
A: Yes, we will contact the landlord, similarly, you can raise this to the main reception at LIP who will report it to the landlord for you. Noting, as you say, that the landlord is responsible for the site infrastructure, but of course we will raise.
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Q. Can the gravel car park spaces at BGH behind Kent Lodge please be lined - staff can park insensible causing issues, blocking staff in and so on
A: Broadgreen has benefited from improvements, we continually working on the site. Improvements are dependent on funding and priorities. This will be on the list for investment when available.
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Q. Still no EV charging, any reason why BGH and AUH have excellent EV charging and yet a congested city centre hospital doesn't? Surely we should promote the use of EV vehicles to help reduce carbon emissions within this area?
A. There are constraints on the NCP car park regarding building ownership and electrical capacity. We have also had to change our supply partner as Pod Point have withdrawn support to the commercial market. It is expected these issues are now overcome and a limited number of additional chargers will be installed in NCP this year. The planned future MSCP on the old royal site will have extensive EV charging provision.
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Q. As a (very) new starter, I would like to know what is happening with the parking situation at the Royal, particularly for nursing staff working long days and nights. It is currently costing me £8 a day to park at an unlit car park nearby. I am worried about having somewhere safe to park when doing nights. It is not a very welcoming to start a new job and to be told there is no parking, no update and the extent of the advice offered is "there are car parks nearby".
A: All staff can apply to park. Please follow the car parking application process and parking will be allocated based on availability and the outcome of your application.
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Q. How does the trust plan to support staff who feel vulnerable and unsafe due to changes in car parking arrangements e.g. going from NCP to a wasteland area to park. Recall that when a staff member was attacked in NCP a few years ago, offer of security staff member support was provided for a short while - is that available again to support vulnerable staff members walking to and from offsite car parks in cold and dark?
A: If you ring security, an escort will be provided to walk you to the car park. There will be some further comms issued next week to outline the options available to staff to ensure they feel safe and supported.
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Q. Can someone contact the owner of Paddington car park to address one of the exits being blocked off? This is causing delays when trying to get out! It's been like this for a few months now. Thank you.
A: Thank you, we will report to Liverpool City Council.
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Q: There has been a strong and welcome focus on staff safety for those who need to walk to car parks close to the Royal site. Can I ask whether the same consideration is being given to staff who walk to and from local bus stops or train stations, particularly during early mornings or late evenings? It would be helpful to understand whether any additional measures or guidance are planned to support staff safety in these circumstances.
A: Our security team are working closely with the local community police to understand routes that staff may take and where we can jointly support. We will align this with the offsite car parking review.
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Q: I now park in Mount Vernon, which is totally fine. However, it is VERY dark, will lights be installed for personal safety and health and safety?
A: We have recently completed a site assessment and installed lighting and security officer to the Mount Vernon green car park.
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Q: You've stated further up that security will walk people to the car parks. Are they seriously going to escort people from LWH over a mile in each direction or is this just for Royal (like everything else)?
A: A shuttle bus services will form part of the support to the car parks. This is similar to the question above; we will review what we can offer to support our staff when leaving site. Once the shuttle is operational, this will be communicated.
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HR / OD
Q. What is the hope for band 3 staffs concerning sponsorship, most trusts are starting to sponsor but LUHFT hasn’t done anything to help and ignoring also not responding to any of our mails
A: With relation to colleagues from nursing being supported with sponsorship, there have been many colleagues who have been supported to do their RN and Nursing Associate training. Obviously, we would like to do more but this is governed by two factors - service need and funding being made available to support staff. As and when there are service needs and funding, the opportunities will be advertised. If your question is outside of nursing, please contact your professional lead for more information.
If your question was about sponsorship for employment - the Ethnic Minority Nurses Forum also hosted a Learning and Guidance Event in December, so you could also contact the team for any of the FAQs. The session covered the following topics:
- Skilled Worker visa sponsorship
- Recent immigration changes (2025 White Paper)
- Indefinite Leave to Remain (ILR)
- Family and Dependants
- Practical Guidance
If you have any questions, please email Kulwinder.
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Q. Is there any update on the status of domestics carrying high sickness and vacancies? Is the situation due to get any better? Just haven’t heard anything about it in a while
A: There are no restrictions in place for recruiting to vacancies for Domestics. Vacancies do take time coming through the process, together with sickness/annual leave and general turn over - this can place pressure on the team. If you have specific queries, please contact the Hotel Services Lead for your site - Lee Sallery, Judith Joughin, Donna Montgomery, Sharon Stenning.
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Q: If you are allowed to work from home one day a week and then you have the following day booked as annual leave do you automatically lose your working from home day?
A: Working and non-working days (annual leave) should be distinct, I would advise to discuss this with your line manager or senior support to work through.
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Q: Please could you update on AHP leadership in the Trust. We have not had a Director of AHP's and no senior leadership at board level. When will this be resolved? Are we expecting a director of AHP and a strategic AHP lead post being advertised? WE have not had any input on the study leave policy as one example and would really appreciate an update on the future plans?
A: Hi, it's Natalie Hudson. Members of the exec team met with AHPs recently and understand the current concerns. We are working through a resolution to this and will be arranging a follow up meeting with AHP leads to feedback and discuss the future proposal in the next 2 weeks.
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Q: To improve sickness and absence we need HR support. This is almost non-existent in Corporate, when will this improve
A: This will improve with the sign off and implementation of the People & OD operating model.
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Q: Any news on protected pay. Some are 12 months others on 24 months I believe. Has this now been standardised?
A: Active work and due consideration is underway to enable us to achieve a fair and consistent approach to pay protection across our teams. This includes bench marking with our neighbouring NHS Trusts. We intend to confirm the position reached in the coming weeks. Trade union colleagues’ position on this is being considered and factored into this.
Estates
Q. When will axess/GUM be moving out of the Linda McCartney Centre. Will it be within the next 12 months?
A: Estates are working with the team on several options to relocate to the city centre and we now believe we have a viable solution. The building will require some fitting out so it is unlikely for the move to be in the next circa 12 months. Axess management team can update in more detail in the next few months. PF
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Q. Can we have updated timetables for the staff bus? Will there be one from RLH/AUH to LWH?
A: The timetable is available on the intranet; I will get these checked for accuracy. We are in the process of reviewing the site shuttle services to include LWH, this will be communicated.
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Q: Can we have a bus shuttle service from Aintree to LIP please? There was one but on a trial 'apparently' but this was not widely known until it had obviously failed due to lack of use. Please put it back on as it takes almost 1.5 hours to get to LIP from Aintree via public transport if you don't drive.
A: We will be reviewing the shuttle busses following further changes in car parking and site management, however we have limited capacity in drivers and vehicles to run additional services unless there is a clear uptake. Please complete the travel survey and note your suggestion.
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Q. The travel survey doesn't have LHCH listed as an organisation?
A:. LHCH completed their survey in summer 2025, so they won't take part this time. However, in the next survey in 2 years time, they will be participating in the travel survey.
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Q: Now that the old Royal site is cleared, there has been talk about what's going on that site. But there is never any mention about making more space for RLUH itself. In CSSB there is not enough room for any of the departments, we are all squashed in, and presumably LMC will be knocked down at some point - where is the histology overspill going to go?
A: Thank you for your question. Andrew Bamber is leading on a project exploring options which might give LCL more space. If you want to contact me directly, I will be happy to provide further details. Thank you, Beth Weston.
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Q: Can the road layout of the Royal add a new in/out road instead of landscaping to prevent issues of no-right turn?
A: The layout has three alternative entrances and exits with the two extra routes being to Dalby Street in 2026 and Prescott street in 2027, all of these being connected to the enlarged podium area.
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Q: Could a roof, or covering at least be put on the car park at BGH/LHCH? Having that closed during icy and cold weather makes the issues with parking significantly worse for staff and patients!
A: Although this question seems to pose an easy solution, putting a roof on a car park is not an easy, quick fix. We have longer term plans to extend the car park (it was built with this in mind), but again, this will take significant investment and time. Please be assured, it is not something that is overlooked.
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Q: Will all office-based staff located in Linda McCartney be relocated elsewhere?
A: There are several projects that impact on LMc including considering its ultimate demolition. We are not at this stage yet but as always are considering place for medium and longer term uses on the site.
LAASP / Corporate Services
Q: There is a clear theme in the comments around differences in each hospital's culture and how we have traditionally 'competed' against each other. How will we mitigate this as we go forward as UHL Group?
A: We know our hospitals have grown up with different cultures and strong local identities, so we’ll focus on building shared goals, trusted relationships and practical ways of working together as one UHLG team. More to follow alongside our Liverpool 2030 strategy.
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Q. My exact job title is a band higher at LUHFT. This means someone has been earning an extra £7k p.a for the same role. When will this be resolved and can all staff be granted more transparency regarding banding across the trusts?
A: As we bring teams together, job descriptions will be reviewed to ensure appropriate alignment across group. Just because someone has the same job title doesn't mean the job description and therefore AfC job profile will be the same. We will therefore need to work through where there is difference.
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Q. Is the draft business case available for all to view? Was there a preferred option put forward?
A: The Business Case is currently in the process of review by NHSE and review by LAASP Boards and ICB over the January to March period. The Options Appraisal and approved preferred option can then be shared through future communications and staff briefs.
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Q: Will the corporate structure be released on the meeting on 28 Jan? Is it still correct that we are moving into consultation phase in February?
A: Corporate Service team structures will be shared following the respective quality assurance processes and involvement with trade union colleagues. It is not intended for all services to be shared as one to support meaningful engagement with the respective team. Please raise this with your senior team who will be able to advise on timescales aligned to the Corporate Service you may be based. Thank you.
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Q: In relation to the LAASP Business Case submitted in December, what is the recommended preferred option for future arrangements?
A: There are a number of approval steps for a business case of this complexity including LAASP Trust Boards, LAASP Joint Committee and Regional Teams. The Options Appraisal Process can be shared after these approval steps have been undertaken. Thanks, Tim
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Q: When will the new divisional structures be announced for BGH and LHCH; teams are worried that there be changes to their job or if they will even have a job and management are saying they have no info from execs
A: We are currently reviewing any Organisational Change processes with staff side and are hoping to share the new Divisional Structures at the end of Jan/Early Feb. Jonathan
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Q: Who are the SRO's for outpatients?
A: The scope for the corporate services programme doesn't include outpatients. Beth Weston is the Exec lead for outpatients - an improvement plan for outpatients is being worked up, but this is not part of the corporate services programme. Hayley Thomas, Corporate Services Programme Manager
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Q: If staff are on in a fixed term role in corporate services until 31 March, when will they find out if they will be needed after 31 March?
A: There is an expectation that colleagues with us on fixed term contracts will be engaged with to discuss the future status of their contract to support staff applicable. If you are concerned, please raise this with your line manager who will offer support and I’m sure provide as much clarity as possible. Thank you.
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Q: Those contributing to the TOM have not discussed their plans with the Senior Managers who run these services. It is difficult to see how services can be designed effectively without meaningful input from the people who understand how these services operate in practice. For example, those speaking on behalf of my service are well intentioned I am sure but are detached and have only a superficial understanding of the roles and responsibilities of colleagues and team members within my team.
A: Stakeholder engagement in the design phases of the corporate services programme is being led by the individual SROs. It is likely that there have been different approaches taken to this engagement and design input based on size and scale of the services in scope. I would advise escalating through your line manager or to the SRO directly. I can clarify who your SRO is if it is unclear. Hayley Thomas, Corporate Services Programme Manager - hayley.
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Q: If we've passed our QAR phase for LAASP should we have had some info/consultation on the changes?
A: The majority of TOMs that have been through the QAR process required some further work or points of clarification, and will return to the programme boards to provide assurance that this has been completed. The TOMs will also go through the Partnership Group as Heather described. Once the TOMs are approved, the consultation documentation will be produced (if it is required). Once the Groups are satisfied with the models, these will start to be shared more widely - this will be led by the SROs.
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Q: Could you share the link to book onto the January sessions for LAASP Stronger Together support sessions again? For team members and for leadership roles - thank you.
A: Please find links to share spaces for colleagues and leaders https://
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Q: Given that this period of change has different dates for different services, it’s difficult to keep track. It would be really useful if a full set of dates could be shared. So that at least staff can note key information dates for staff to be aware of.
A: This is a great idea. We can re-share the dates presented today and keep you updated on progress against these. Hayley Thomas, Corporate Services Programme Manager - hayley.thomas@liverpoolft.nhs.uk
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Q: At the last Team Brief, Corporate Services were promised a regular briefing session on the changes coming up by the Chief Exec. Is this being arranged?
A: Yes, we will continue to provide updates on the corporate services programme on Staff Brief as we have today, and we are looking at other channels to provide more frequent progress updates. Hayley Thomas, Corporate Services Programme Manager - hayley.thomas@liverpoolft.nhs.uk
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Q: It doesn’t feel like our outstanding trust is being allowed to maintain the excellent standards that we are used to. How do we maintain morale of staff who used to be proud to work for LHCH? Whilst we accept the merger will have benefits and staff are not averse to change it feels like a takeover and not a collaboration which is leading to poor morale and less adherence to values and behaviours - how will the hospital leadership team address these issues?
A: LHCH standards/performance has continued to be strong and improve since integration within the group. The HLT (including myself) continue to discuss with the senior teams how we can continue to support staff as we go through periods of change. We would be really open to any suggestions that help improve communication and support teams further. Jonathan
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Q: It is understandable that finances are tight but surely this is an opportunity to work collaboratively through the TOMs rather than sticking to silos (which is very clearly the way it is going - leads for TOMs protecting their own space & people). Most/all TOMs are led by directors from LUHFT - therefore we are all getting the LUHFT original model which is hardly a shining example
A: It's an interesting question and observation. My take (and others may see this differently) is that we are just getting to a stage where we see some TOMs side by side. Few of us have ever had the opportunity to do this before. And as we look at them side by side we see the realities of how many of them are inter-dependent and also possibilities for further evolution and interlinking. I think this is going to take some time to be fully debated, agreed and to settle down.
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Q: How can you ensure that the outstanding practice from specialist trusts is the standard for all service re design
A: Our aspiration must be to take the best from all of our sites and services. Please don't forget that LUHFT delivers a huge amount of tertiary care. We have exemplary services on each of our sites.
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Q: What are the differences between the two business cases from December and now?
A: The Business cases are identical in sections and purpose - the second will have more detail on the preferred model, and the plan for implementation. It will also include more detailed financial analysis of the costs and benefits of the case.
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Q: Have any meetings taken place regarding where Health Records LHCH will sit in the future plans? Health Records were not included on the slideshow at the LHCH Digital Target Operating Model in September or in any slides shown today. I would appreciate if you could provide an update to enable me to provide reassurance to the team.
A: I will pick this up with Sarah Barr and the team, so they can directly brief the Health Records team.
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Q: Will people on maternity leave be considered within the new structure?
A: Yes, most definitely.
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Q: Can we start being honest that this is a LUHFT takeover? Yes, you are the bigger Trust but us smaller Trusts often have much better processes in place as we have had to be increasingly efficient over the years. Stop bullying us into adopting your policies and processes and start listening to us!
A: HLT recruitment and appointments will be confirmed in due course following the completion of the process.
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Q: There are lots of TOMs for Corporate but yet to have anyone ask me as a worker in an area, what i think/suggest, who are the people working on them?
A: As part of the processes, is stakeholder engagement and these models are being developed at pace, but it is really important for each service that the teams are involved and understand it’s developed with an objective for servicing the Group organisation better. Your senior managers are involved and working on them.
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Q: Are redundancies still being considered within the corporate sector?
A: Redundancy should be the last resort if a person is displaced through change. However, if a suitable alternative role cannot be found, there will be a redundancy situation.
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Q: Will MALS (Mutually Agreed Leavers Scheme) be on offer again? Has the process been reviewed as there needs to be an option to challenge the outcome. With all the changes going on, surely this is a way of clearing the decks in order to merge services?
A: Options that support the management of change are being explored, this includes mutually agreed leavers schemes being considered. Such schemes require internal and external approval and importantly the engagement of trade union colleagues. Once we are in a position to share more this will be done so in partnership with our trade union colleagues. Thank you.
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Q: Is MARS still be considered for admin/ops teams in BGH/LHCH?
A: MARS and VR are still being considered by the Group and will need region and national approval before any launch
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Q: Can we start being honest that this is a LUHFT takeover? Yes, you are the bigger Trust but us smaller Trusts often have much better processes in place as we have had to be increasingly efficient over the years. Stop bullying us into adopting your policies and processes and start listening to us!
A: Having worked extensively with all LAASP trusts over the last two years on the LAASP work and having worked on the boards of two of the LAASP trusts I can confirm that this is not a LUHFT takeover and comments asserting that it are, are not helpful for the work the five LAASP trusts are trying to achieve. The Business Case will clearly set out the purpose, vision, values, brand principles, Board, Management team of the newly formed entity (if approved). This is being collaboratively developed by the relevant trusts, not by LUHFT. - Tim Gold
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Q: When will Unions/Staff Side be properly engaged? As of yet, when asked, they haven't been approached
A: I personally meet with staff side chairs regularly and as I have described, there is a newly formed UHLG partnership group for the 3 organisations to come together. If you think there isn't enough engagement, please let me know what more you feel needs to be in place. - Heather Barnett
Finance
Q: Why aren't we engaging with the relevant departments before imposing spent and purchasing restrictions for things essential to the business? We can't be arguing for things that we are legally required to provide which lead to financial penalties and even imprisonment in extreme case. And yet, when this is explained we still can't obtain authorisation or sign off.
A: Any patient safety concerns / service provision as a result of restrictions needs to be escalated. Senior nursing leads across divisions and sites have oversight of this and are escalating issues when needed. Please raise with your relevant manager/matron to get this escalated and resolved. If you are still struggling email me natalie.hudson@liverpoolft.nhs.uk and I can get this to the right place for you.
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Q: We are still experiencing significant issues being able to order academic posters for conferences. We have been told they have to go through case of need which takes far too long so staff are having to pay themselves when we have the funds in our dept. This is also the same for staff travel to conferences when we have a small budget fund, but we can’t get round the case of need panels and everyone has to pay themself which is not very supportive in a research driven Trust.
A: Yes, sorry about this. The restrictions undoubtedly cause delays, and this is a recognition of the seriousness of our financial situation. We are, of course, trying to support our various research initiatives as best we can - one example being to maintain our research nurse workforce. This is possible because the research activity generates the resource to fund the research nurse activity. If you've got a particular example that I can help with, please drop me an e-mail.
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Q: We keep being told that the issue vacancies will be 'sorted' once this business case and new model comes into effect, but I have heard no mention of new funding. If there is no new funding, how will these posts be filled or is this simply a case of telling people things will happen and then inevitably they won't?
A: There is no new funding specifically to fund corporate vacancies. What the corporate services are doing is redesigning their services against the 3 HMB structures to right size and be redesign work through new ways of working, such as introducing digital solutions. Once they are right sized and models signed off, any vacancies will be recruited to. Part of the work that is going on is so that we can benefit from having services that are fit for purpose and we can get away from the restrictive vacancy control. So, by designing a new service we can hopefully get away from that really difficult situation.
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Q: The new finance restrictions are causing a huge decline in quality and ability to deliver a service. Everything is being rejected, even the things essential to do our role. We are being careful with spend but ultimately, we need to spend money to run a service and there is no support for us to do this.
A: We do understand there are restrictions in place and unfortunately, we do have to live within our means. What we’ve got is a detailed process with a quality impact assessment and equality impact assessment on any decision that’s made. We don’t always get everything 100% correct first time around, but unfortunately where we’ve got some discretionary items and we can find a cheaper solution on them we have to approach that to try and get us back into financial sustainability.
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Miscellaneous
Q. I thought the target handover time for ambulances was 45 minutes maximum, is 39 minutes an internal target at LUHFT?
A: Yes, the national target is that ambulances should be released in no more than 45 minutes. We had to submit monthly targets to reduce ambulance handover time this year, November's target was for ambulances to be handed over on average within 39 minutes.
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Q. Cancer targets would be better if clinical nurse jobs could be authorised in outpatients. Currently they are not getting approved, this results in outpatients being unable to agree to clinics, when will this be resolved?
A: Many thanks for highlighting this. Could I ask that you bring any specific issues to the attention of Anna Crofton (Associate Director of Nursing - Cancer Services).
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Q: What about Healthcare Science leadership at board level? Healthcare Scientists are not AHPs
A: Could I ask that you take this through your local leadership team please? Any proposal should come from the service through the relevant leadership teams.
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Q: I still haven't seen any ECG tests offered to staff at AUH despite asking and being advised through this forum over the last 4 months that it will be. I raised following the tests being offered to RLH - am I to assume this won't be happening, if you could just confirm I will stop asking.
A: The ECG offer for staff at RLH was a cardiology dept initiative by the specialist nurses for the staff to celebrate a national day. It wasn't a trust initiative.
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Q: As it currently stands - what is the high-level management structure for the current HMB teams across the different sites? Having something posted on the internal edge browser landing page would be useful...
A: Details of the current Hospital Leadership Teams can be found on the website -https://www.uhliverpool.nhs.uk/about-us/leadership-teams-and-structures
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Q: Better communication about the changes being made will help increase resilience so much more than a website!
A: Part of this process is the communications for all of this stuff. As a complex organisation we try and cover the key things. Also, the Q&A’s are really important in prompting what is on people’s minds. The site versions of these events are another good route for further communication. I know that whilst the website is not the only route, it is a really helpful route where we have got specific information to share. But if there are things that we’re not covering that you want us to cover please do let us know.
Session Recording