Session Recording
General & misc
Q: Can we please suggest that the Q&A session at the end of the Brief is reviewed in order of ‘most upvoted/liked’, rather than order of when posted? That isn’t to dismiss the importance or significance of any post, however given the limited time we have to do so, this may be a pragmatic approach so that the more pressing matters are heard by all in attendance, rather than waiting for the published intranet replies.
A: Thanks for this suggestion although we can't re-order the questions, so the executive team just work through them in order that they appear on the screen.
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Q: Why are managers scheduling TOM sessions at the same time as Staff Brief? Both are important but we can't be in 2 places at once.
A: Thanks for making us aware of this – I imagine it is an oversight on that particular SRO's part - we will remind all managers that staff are keen to join staff brief and to avoid this in future.
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Q: Disappointing turn out at last week's Annual Members meeting , is anything being done to address this?
A: Assuming this is in reference to the LUHFT one – the Governors are the main responsible bodies for engagement with these events but if there’s more that we can do, we’ll be working our governors to improve the turnout – James
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Q: Flu vaccination rates at LWH dropped massively last year as there were very few sessions offered and there was very little advertising of the dates. Please can we have more sessions this year.
A: Yes we will look at the frequency, timing and communication of sessions to make sure everyone has the opportunity to attend and encourage uptake. LWH staff can also receive their vaccination on any LUHFT site, with times and locations being available here: https://
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Q: Where is the Frances Centre on the Royal site?
A: Hi – it's on the 7th floor.
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Q: Please can you vary the times/dates of the managing director briefing sessions? The Royal one is always on a Thursday at 1pm and really excludes staff who do not work Thursdays or always have other commitments at this time. The session isn't recorded either so there is no way to catch up on the information.
A: Hi – yes we are going to review the format of the Exec MD briefings and look to the options to undertaking this in person but providing a recording of the session or hybrid with teams to allow Q&As from those staff members who are not on site – will be able to update on this soon.
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Q: The Knowsley community respiratory service were accredited working within 7 domains not KCVD, a lot of work. KCVD were re-accredited as well which is great work.
A: All very impressive. Our lung health work is looking to build on successful community-focussed initiatives across Liverpool, Sefton and Knowsley – jim.
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Q: Disappointing that the hospital has no facilities for breastfeeding staff who need a space to express. I’ve been made to use a cupboard, and then store milk in a communal fridge, which I know can generate discomfort in others. Colleagues have said it’s been the same for years and never addressed! Both at Aintree and Royal.
A: We do have some multi-use rooms/changing places facilities etc across all of our sites. I will get the list reviewed/updated and shared. Thanks for raising as it obviously needs sharing widely – suppose you only realise when you need it! Thanks, Alison
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Q: How are we going to manage RAG ratings if we can't print in colour please?
A: My suggestion, if this isn’t tongue and cheek, was to use R, A and G instead of colours – then at least we’d be able to manage it – James
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Q: Will face mask fitting be restarted for staff in high risk areas?
A: Can you please contact Stewart.
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Estates and Facilities
Q: Good Afternoon, There are a number of dilapidated areas around Broadgreen Hospital which could be repurposed for use. One example is the old ward opposite the chapel/ occupational health. Is there someone on site we could contact to find out what is happening in these areas please?
A: Following LHCH joining the Group we will be reviewing the current estate and any un or underutilised areas that may be suitable to bring into use. There is also an exercise linked to the clinical strategy for the group model underway that will support the Estates Strategy, and if funding is available areas can be progressed to better the environment.
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Q: The canteen in Liverpool Women’s doesn’t open until 12 meaning a lot of staff cannot join this until later due to queues, could they open slightly area on staff briefing days?
A: As of today, following the insourcing of OCS, we are now responsible for the catering facilities at the LWH site. Ideas like this will be forwarded to the Catering lead for consideration. In due course we will be reviewing and improving all catering and retail opportunities on the site – thanks, Alison
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Q: No cleaning kits have been provided so far. for how long is the cut in cleaning services supposed to last?
A: All kits should have been distributed by now; please can you email me separately and I will escalate to the site lead for you? Alison.
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Q: No cleaning kits have been delivered across LWH yet we have noticed a reduction of cleaning in office areas. Please can these come out asap.
A: Hi, yes I will escalate this for you too. Thanks, Alison
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Q: Can you confirm the date the LWH estate teams will TUPE into LUHFT. As the talk around the department is that this will happen on the 1st of November 2025 and the consultation hasn’t started.
A: The focus up to 1 October was for the transfer of OCS. E&F form part of 'corporate services' and there is an overall project in place for Corporate services. We are currently in the discovery phase of this project. Once we have an update on the project, we will communicate this to all E&F staff and that includes the Estates team at LWH.
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Q: What is happening with a bus from the Royal to the Women's – walking is fine in the summer but come winter it will be more challenging!
A: Our transport team is reviewing the shuttle bus facilities we have in place on our sites, obviously this includes LWH site. We will communicate any new/changes as soon as they happen. Thanks, Alison
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Q: Regarding the ongoing construction projects, it has come to our attention that there is a lack of clarity among staff members. Specifically, the situation at the Aintree car park, where the departure of contractors initially suggested the project's completion, followed by the subsequent arrival of additional containers, has raised questions. It would be beneficial to provide staff with visual representations, such as artist impressions, of the planned renovations, including the new VIC. Furthermore, we need to clarify the future plans for the old kitchens and loading bay at Aintree.
A: This information has been previously shared. We have some good visuals and roadmap about development of the site. I cannot see your name (anonymous) but you email me, I will forward your details to the lead and he will share with you. I will also link with our social media lead and seek communication of the plans again for all to see the current status. Thanks, Alison
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Q: Have the housekeeping staff been fired or on leave or their contract ended? We need to know how to manage cleaning of offices of trainees / doctors mess etc.
A: No staff have been dismissed due to reduction in cleaning of non-clinical areas. we continue to staff clinical areas and some staff are transferred where levels of cleaning have been reduced. If an area isn't getting cleaned that isn't working due to no specific "owners" please let the facilities helpdesk know and ask that this is reviewed. areas like training rooms or other shared spaces should still be cleaned.
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Q: The current staffing levels at Aintree Hospital during night shifts, with only 2-3 domestic staff members responsible for maintaining cleanliness throughout the facility, including AEDs, general cleaning, fogging, and addressing potential flooding situations, warrant a thorough review.
A: Thanks, not aware of any significant changes to the team, but I will ask for this to be reviewed. Thanks, Alison
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Parking
Q: When will the endless parking outside of RLH A&E be addressed? Every day there are cars parked haphazardly all over the pavements, making the pavement awkward to navigate and difficult for those who are disabled to move round. I know parking tickets are issued daily but this is not tackling the issue overall.
A: The A&E drop off and parking is short stay. We are enforcing non-compliant cars parking there daily. In the longer term the new masterplan at the Royal gives rise to opportunities for better parking solutions and access to the Royal better. The current position is an interim position and post the demolition there is plans to make roads and access to the north of the hospital much better and easier to access.
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Q: Parking: fantastic job dealing with parking on double yellow lines at BGH Site, there is still some determined to keep parking badly, is there a more permanent solution for future like bollards?
A: We will be reviewing the effectiveness of car parking enforcement and ideas like this will be considered to deter unacceptable parking habits.
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Q: When will parking at Aintree be properly addressed? Currently adding up to 30 mins to exit the site, which is unpaid time at the end of a long day with unpaid overtime
A: Unfortunately, we circa 4,000 spaces on site and a high proportion of these arrive at peak times with the resultant delays leaving site being difficult to mitigate. In the near future we will be looking at improved parking on the north site with improved routes to and from Longmoor Lane, we will update colleagues when we firm up on plans to redevelop areas of the north site.
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Q: Any update on Mulgrave street car park and what will be expected from Staff who park there. Especially corporate staff, who will need to plan in advance.
A: No further update from that provided at LWH's 'In the Loop' a week or so ago. We are continuing to secure an 'offsite' solution and agree criteria for onsite parking based on total available spaces. Will communicate more in the next few weeks so all staff have clarity once position is more certain.
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LAASP
Q: How will you ensure that high performing Trusts i.e. Heart and Chest and The Walton Centre are able to maintain their standards and expertise, supporting the improvement in performance for the lesser performing Trusts, rather than those performing well being adversely affected and 'brought down' by those not?
A: Many thanks for this. We can see that LWH have continued to demonstrate quality improvements since they joined the Group. This is down to having a dedicated leadership team for that service that are focused on improving quality, safety and performance measures. This is the model that will be in place for other organisations joining the Group. It is in none of our interests to 'bring down' the specialist services. As with everything, performance is reviewed and managed at a local level as well as for the Group as a whole. There are opportunities for all staff to liaise and engage with the local hospital leadership teams should you have some specific concerns. Many thanks – David Melia
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Q: Why have some people in other Trusts before joining LAASP been 'upbanded' or been made permanent in positions whereas LUHFT still have some staff in secondment positions to be told they couldn't me made permanent while the LAASP work is taking place. Seems some Trusts are being told one thing and other Trusts have been doing their own thing.
A: Unfortunately decisions taken in other Trusts are not something i can comment on but you can be assured that bringing the Trusts together is going to resolve the long standing issues in disparity in banding as we will be standardising based on rules rather than individual judgement. James
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Q: Will Nicola be taking on the exec leadership of AHPs within her seconded role, as Jenny's previous role had? Or will this remain under David Melia?
A: Hi – the exec lead will remain with me. I'm really aware that we have not sorted out the strategic lead for all AHPs yet. The formation of the Group gives us the opportunity to have a whole system approach for AHP leadership and future opportunities. David
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Q: What is being done to ensure the right people are attending the LAASP workstreams – there are multiple examples of key services being overlooked
A: Thank you for raising this. Could you please give me examples of those key services being overlooked, and we can pick this up – James
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Q: Time is moving quickly, but there still feels like a lot of unanswered questions and some staff feel like they are living the "unknown" – it would be nice to have a simplified breakdown that contains exactly what it is happening and when.
A: I agree with that. The issue I’ve raised earlier is we just need to get on with moving some of these things forward quickly because staff are desperate to know times, dates, places, when, where, what. So, really appreciate that and we’re doing our best to do that as quickly as we can – James
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Q: As from today 1st October here at LHCH we still don't know what's happening will we be having job reviews to compare roles with the other trusts, staff our concerned, it's the unknown.
A: As teams come together, and / or decisions are made on consistency and size of responsibility within roles, that is the stage that potential job reviews will be carried out.
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Q: Feels a bit off to be asked to "maintain perspective" given that staff are asking for a greater understanding of what is planned, and have been for a while, from our senior leaders of the changes that are to be imposed and yet we still don't really have any answers. Maintaining perspective is much easier to manage if communication across the organisation from our leadership is adequate.
A: Fair, if that’s how it feels then we need to do better. That’s what I’ve outlined earlier – how can we get everybody to a perspective of knowing where we’re going for the future? We know what we need to do and it’s been very difficult to do that as we’ve been working through how this all will look in the future but we will do our best in the next six months – James
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Q: How can you say the plan is for more community care when we are being told there is no money from the ICB for us to expand into community care sites?
A: We're already working on this, focussing on lung health, in partnership with Alder Hey and Mersey Care in a tripartite arrangement. The better we do upstreaming and outreaching care, the more pressure we can take off our EDs and unscheduled care pathways. There are a variety of resources, including from Local Government, and so we are working across multiple channels. Delighted to discuss in more detail if you would like to get in touch – jim.
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Q: Staff at the Dental Hospital receive limited information on the 5 year plan and how the Dental Hospital (new?) fits into this programme. Some further engagement sessions specifically related and relevant to the Dental Hospital and it's future would be welcomed by all employees at this site please.
A: Hi – we have agreed that the Dental strategy including the long term plan for the dental estate will be a critical part of this work. I'm happy to discuss this as part of the MD briefing and/or come speak to the dental staff separately. I will pick this up with the Dental Leadership team to arrange.
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Q: We understand that LWH staff are being TUPE-transferred to LUHFT. Could you clarify what the future team structures will look like? For example, will Finance operate as one consolidated team supporting all the LAASP organisations?
A: Well that’s the target operating models. That’s why I started with the number one priority is getting those target operating models resolved quickly and engage with staff so we understand what the right thing to look at. The Finance Teams as an example will always have to support the statutory organisation. So we’ll still have to produce accounts for the Women’s and for LUHFT as things stand. There will need to be a difference and what that looks like needs to be considered – where things can be brought together they should be, where things can’t they shouldn’t be – and that’s exactly what the target operating model work is for and that’s happening between now and December – James
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Q: Staff are convinced that Management are keeping back information about ongoing admin reviews etc. Is there anything that can aid this like a global comms of ongoing workstreams. All admin staff are lacking job security & feel undervalued and overworked.
A: Again, the key thing is the target operating model, that’s why that’s at the top of the priority list. If people think that we know what the operating model of an administrative function in the organisation is and we’re just not telling you, that’s not true. Those are being designed and have to be designed together and nobody knows what the end point looks like yet – James
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Q: Wouldn't it be a good idea to have a Q&A session only, this would help staff get the answers they are looking for giving some re assurance. Especially for corporate staff as there is so much speculation and rumours going around, people don't know if they are going to be coming or going and have many what if's, why's, how's and will's.
A: The issue we’ve got at the moment is we’re getting the same questions around corporate – everyone’s almost jumping ahead of the target operating models that are not developed yet. We can certainly do a Q&A session when they are but I’m not going to do a separate corporate services Q&A just for LUHFT, LHCH and LWH – if we’re doing that then it has to be for all five organisations – James
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Q: Where do we find the page to the digital hub you mentioned?
A: https://
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Corporate services
Q: I have raised concerns about the Target Operating Model for the area that I work in corp services (e.g. the suggestion in the TOM to create a new team, where there are already existing teams across UHLG that can fulfil the role). However, my comments haven't been addressed. In this situation, do you have any suggestions as to what I can do to ensure that my perspectives are addressed/raised more widely?
A: I would encourage you to meet with the lead for your corporate area to share your concerns and if your suggestions aren't being incorporated into the model, ask for the rationale and reasons why the model is being suggested. Even if your suggestion isn't agreed, you would know why not.
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Q: Is there any truth in the rumours that staff within corporate are going to be moved into a SubCo?
A: We’re not looking at moving any sort of major changes into SubCo. We’ve got commercial opportunities to look at, so there’s ways of being tax efficient and all the rest, but we’re not looking at any massive TUPE of staff – James
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Q: I was wondering if with the move of corporate services roles into LAASP whether there might be implications for bandings to change or structure for some roles, or if that isn’t expected at this stage?
A: All corporate service leads will be developing their structures for corporate functions, which will consider whether structures need to change to meet the needs of group. It will also determine the bandings for roles working within a group model.
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Q: With LHCH coming into the Group from today and the other Trusts due to join soon, teams are seeing their workload increase beyond recognition but the Corporate Services work rumbles on with no confirmed date of when teams will be part of whatever that new entity is. Is there a recognition that sickness levels have increased and that people are choosing to leave the Trusts because of the workload and continued uncertainty? Was consideration given to the dates of Trusts joining the Group BEFORE the corporate service functions were in place to support them?
A: The corporate services work will happen over the next six months between now and April in line with other organisations coming into this arrangement, subject to NHS agreement at the end of October – James
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Q: Is LCL corporate teams included in the changes as we have had no contact from an SRO – how will the changes affect us ?
A: Hello, I am leading the development of the target operating model for LCL and will be sharing progress once we are further into the process. At the LCL engagement session last week I asked anyone who is concerned to share their questions with me so please do so, I will make time to talk to you separately or please e-mail me and I will answer any questions you have. Thank you, Beth Weston
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Q: As a corporate team manager of a clinical team, we are happy to start the work on the TOM but no one has made contact. This delay is causing more uncertainty and concerns to staff who do not know what will be expected from them while trying to continue to provide a service to staff and patients.
A: If you think this might be in my portfolio, please don't hesitate to get in touch. We have a lot of workshops coming in October/November. Jim Gardner
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Finance
Q: We’re all for saving money for the trust, but wouldn’t it make more sense to reduce the number of unnecessary high-band multiple deputy or assistant roles instead? Cutting back on cleaners or colour printing feels like we are looking in the wrong places. The money saved could be far better invested in strengthening our frontline staff.
A: Good point. The management costs of the Group organisation are millions of Pounds less because they already have multiple organisations. So you’re absolutely right, and we should have fewer significantly higher banded roles. We have put forward in the case, originally, significant multi-million pound savings in management costs – James
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Q: Morale is extremely low in the Trust, the pressure is constantly high, staff freezes, more expected with less, constant changes, mergers, restructures over the last 5 years etc. We are constantly being told that the Trust is in debt and that we need to make savings but no-one has ever really explained in any clarity as to 'why' the trust is in this position. How did the Trust get into this state? I feel like if staff could understand the 'why' of the situation then the 'how' of getting out of this would perhaps he more tolerable and understandable. Would the execs be able to explain fully to staff the reasons for this financial position and the 'debt' in a simple way for staff to understand.
A: The Trust has a number of structural issues that have contributed to the deficit including New Hospital Costs and additional costs around single service sites, however productivity is also down across the NHS post covid. The Trust is working hard to finally get agreement with NHSE on structural issues working with PwC. The efficiencies of collaboration will be part of the solution and we will continue to try and explain as simple as possible the key drivers of the deficit and the ongoing financial position. Thanks, Rob Forster
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Q: How much do we pay these external expensive fancy management consultancy organisations to tell us what they would like to do the NHS thru a financial view?
A: Good question, when we get mandated to have people in, we haven’t got a lot of choice on that. The choice is what we ask them to do and when we do that what Rob does is basically tries to screw down a sort of a deal that says if you help us do that and that deal needs to save a rate of return that pays for itself – James
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CQC Inpatient survey
Q: Let’s be honest here - the top 5 trusts in the country according to these measures were specialist hospitals, 4/5 of which don't have an A+E, some of which don't have theatres. If you understand data, ranking all trusts irrespective of services provided all together is a poor methodology.
A: I would agree with that, they probably should’ve done a table of specialist trusts rather than all trusts, and then general and acute trusts and so on. I agree with some of the methodologies not being brilliant as a lot of it is based on count rather than rate. This means that if you’re a bigger organisation you will have more infections, whereas they’re not looking at the rate of infection. What’s great though is we do see some of those lists cut differently and our specialist trusts in Liverpool feature very highly on the specialist trust list as well – James
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Organisational Development & Staff wellbeing
Q: The staff survey is a good idea but it seems like bank staff are excluded as b2s do not have access to emails and also misses out on communications as well.
A: Thanks for your message, OD and Engagement teams are working with local HLT's to ensure all staff have access to complete the NSS (bank staff do receive the Survey link to complete). Everyone's feedback is really important for us to focus plans on what matters the most to colleagues. We have a schedule of drop in sessions planned with hand held devices across sites. Please email me at pip.
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Q: Who do we contact if we've not got an email about staff survey?
A: Please contact the HR department in your hospital or site or if LUHFT staff, email staff.
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Q: With all of the changes in management roles, can HMB/HLT members to be reminded about compassionate leadership? I have received feedback from team members that very senior managers are not being kind or displaying trust values.
A: I'm really sorry to hear about this experience and I understand the pressures everyone is currently working under but I would really appreciate it if you could email me directly about this if this is at the Royal or the appropriate MD if it's another site so we can act on this – natalie.
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Q: Are we going to bring back the staff forum for sharing of ideas and issues, which would support staff who aren't able to attend these meetings?
A: This is a great idea - We will work with Hospital LT's, Comms and Engagement leads to discuss local options by sites and options for corporate services also. Exec MD Briefings and Local Engagement groups are also in place, for details email me at pip.
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Charity
Q: Perhaps this is the wrong meeting to ask but are we able to donate giftsets / items for any raffles/donation to patients/upcoming events etc.
A: Please link with the Trust Charity – try Nicole in the first instance and she will advise of a contact for your site specific charity if it is not part of the LUHFT one – Nicole.
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Q: Afternoon. Some great updates on new appointments and the group developing, thanks. Have the staff lottery results been widely communicated since the relaunch? If not, could they be, alongside the winning numbers and total prize money? This could increase interest for members of staff across the wider group not already taking part and generate extra revenue for the hospital charity – partly used to boost staff morale.
A: The lotto winner names are shared in the internal news emails (Liverpool News at LUHFT, which goes out every Monday via email).
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Nursing
Q: Hi, as a team funded and staffed to provide a service to a group of patients who are inpatients at RLH, we are being bleeped and called by the other hospitals including LWH to now go and provide this service for their inpatients. Can we ensure that service provision has not changed as we cannot cover multiple sites, its causing some stress in the team.
A: Hi – can I ask you to contact Lindsey Vlasman if this relates to a clinical service or me if it's a Corporate Nursing Service and we will try and address your concern. Many thanks, David Melia.
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HR
Q: MARS are they coming back. Why not have them open all the time with so much uncertainty or are you worried people will leave?
A: All LAASP Trusts are looking to apply a MARs scheme in the coming months. We have to have a break in between schemes, which is a NHSE rule, therefore we can't just keep them open I'm sorry.
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Q: As there is yet again a freeze on Admin Recruitment will the opportunity of voluntary redundancy be offered for Admin Staff?
A: Voluntary redundancy is not an option for us at present.
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