FAQs

Question

Response

* Why is bank support being cut so extensively?

Safe staffing establishments remain in place and have not been reduced. Bank usage is being reviewed for effective usage. As part of CIP plans, we are reviewing areas where can increase efficiency and reduce cost. This means reviewing our rotas to ensure they are effective.  All decisions are subject to a quality impact assessment.     

There are controls in place for non-clinical bank usage, but clinical bank is still managed within the divisions. Staffing levels remain at the staffing establishments.      

* Pressure being put on staff due to increased workload since bank shifts have been stopped. Teams are being told bank staff can be booked 1 day before however this is not suitable as staff are not always available at short notice.?

If there are vacancies, then in line with policy those requests for temporary staffing are still able to be booked in advance to maintain staffing establishments.

Therefore, crucial that we ensure that the rotas are signed off in advance, which reduces the requirement for last minute requests for bank staff and effective rostering reduced bank required .

It can be difficult to manage short term cover and bank workers do require notice to manage their commitments. 

We have developed a new procedure to be able to return unused medicines from our wards safely from our wards to the inpatient pharmacy for reuse (if it is safe and appropriate to do so) that is currently being implemented.

Unfortunately, the same process cannot be implemented for medicines stored in patients’ homes. In the UK, once a medicine dispensed by a community pharmacy leaves the premises, it cannot be reused or recycled and must be destroyed, even if it's unused. This applies regardless of whether the medicine was dispensed by that specific pharmacy or purchased elsewhere. 

This is because the licensed storage conditions in patients’ homes cannot be guaranteed, unlike the inpatient wards, where we can guarantee product stability.

*Does the Trust have a plan for MARS to be available at some point?

Our facilities staff order food based on demand and aim to be cost effective and minimise waste as well as providing a positive dining experience for all.  If you are aware of any over ordering or have concerns, please contact the following:

• High Secure: Dragana.Jovanoska@merseycare.nhs.uk  or Callum.Clarke@merseycare.nhs.uk
• Hollins Park/ mid Mersey:  Paddy.Costello@merseycare.nhs.uk  
• Community sites / non campus sites: David.Russell@merseycare.nhs.uk

I am currently employed full time in a clerical role and do overtime on the bank. 

Will I not be able to do this now?

It depends on the area where you currently work. For admin within Community Care, Mental Healthcare or Secure Care - all admin roles including operational management, the requests must be entered on SharePoint and signed off by a Divisional Director or Deputy.

For TWSS – the same process applies with sign off by the Director/Deputy for the service.

All clerical bank must be approved for the payment to be made.

Does his mean all contracts end on 1 May, are Band 3 HPA classed as clinical?

Band 3 Health Care Assistants are considered as clinical posts. It does not mean that contracts will end, but the appropriate approvals need to be in place.

Are the reviews likely to lead to clinicians being asked to do more?

The reviews are to ensure that we are using our resources in the most efficient way. This includes reviewing how we use and enhance digital solutions.

Why are we buying bottled water instead of going back to having tap where we can access cool water?

The Trust’s Green Plan would support using tap water instead of bottled water this is better for the environment and incurs less cost. Our buildings have available tap water that can be accessed by staff, patients and visitors to fill their own reusable bottles. Bottled water is available to purchase from Trust café outlets and vending machines should staff wish to do so. 

Please offer COS to Band HCAs?

The Trust has been able to offer Certificate of Sponsorship to a number of HCAs. However, the salary threshold has increased from April 2025, and the Trust will need to assess the position when the national pay award is confirmed.   

Please share any information on restructures, jobs at risk, at the earliest opportunity, as staff will be feeling anxious.

The Trust is committed to the earliest engagement with staff as we understand that this may be an unsettling period.

All staff will be engaged and have the opportunity to contribute their views to any changes.

We will ensure that we are as open and transparent about the position. We have policies in place and a legal framework which governs how we manage organisational change and support staff who are placed ‘at risk’.

This includes early discussion with our trade union colleagues     

Uniform spend in mental health -previously these staff never wore uniforms - is it necessary?

All staff working in clinical services have been provided with a uniform to wear. This helps to portray a positive, professional, and corporate image. However, there may be occasions when wearing a uniform could be detrimental to our patients and service users. In these instances, staff are asked to use their clinical judgement to respond to the direct needs of those accessing our services.

More information about the Uniform and Work Attire Policy is available on YourSpace..

Will the Trust be reviewing the use of the space we used and our sites?

We continually monitor utilisation across the trust estate; we have a rolling programme which involves the deployment of sensors across buildings/rooms to closely monitor usage of space.  The sensor data is being used to support multiple projects relating to better use of space and rationalisation of the estate.  We aim is to provide the best quality estate across the smallest possible footprint. 

What is happening with the C&M system Provider Collaboratives and them being disbanded?

The Cheshire and Merseyside Provider Collaborative (CMPC), brings together to collaboratives previously known as the Cheshire and Merseyside Acute and Specialist Trust Alliance (CMAST) and the Mental Health, Learning Disability and Community Provider Collaborative (MHLDC), with the aim of creating a shared opportunity for provider engagement, improvement and transformation across the health and care system.

What are we doing to make savings in catering and the use of external venues?

The Trust has recently implemented new controls around the booking of external rooms and venues for non-patient facing events and meetings. Hospitality has also now been limited too, more information is available on YourSpace

Is enough effort being put into energy saving in our buildings?

A significant element of our Decarb Plan that will be prevalent in the Green Plan for 2025 to 2028 is reduction of energy utility usage and micro/self-generation of energy to be utilised across the Trust estate. 

The Trust have committed almost £4.6m in the last 12 months towards this goal, with £1.7m obtained from NHS England to expand and increase the use of Solar Panels and implement battery storage at Rowan View, at Maghull Health Park. 

This will save the Trust between 5 and 10 percent of our carbon output from utilities per year and payback within two to three years based on current energy prices.

However, we have a lot more to do, and we actively welcome input from staff as to where any opportunities may present for energy improvement and efficiency.

When will any information on restructures or redundancies be shared?

The Trust has an Organisational Change policy in place (HR19) this sets out our responsibilities as an employer on organisational change and the process for managing staff declared ‘at risk’ and redundancies.

Is the plan for reasonable adjustments and a centralised fund? If we are reducing service budgets, how will staff be supported who need adjustments?

The current position is that each department will fund adjustments agreed through the HR27 Supporting Staff with Physical or Mental Disabilities process.

We have legal duty to ensure that adjustments and equipment are provided and there is no intention to reduce this, regardless of our financial challenges    

What is the Trust position on retire and return?

The Trust has supported retire and return, but this is not an automatic right.  All requests will be considered and require approval by the Trust vacancy control panel.

What work is being done to minimise pharmacy medication waste on the wards?

The Medication Management Team are currently scoping all opportunities to reduce wastage on the wards. The team have already implemented a number of projects and are looking to extend this trust wide. Projects include a review of stock medication on the wards ensuring stock levels are appropriate, return of medication to Pharmacy, formulation optimisation and use of Patients Own Drugs (PODs). The team are also reviewing all medicines supply processes to reduce expenditure and wastage. The Medicines Management Team would be keen to hear any ideas from staff.

Will there be more support around digital and the use of software/products?

There is a clear focus on optimising the digital tools and platforms already in use, ensuring they deliver maximum benefit to staff. This includes a commitment to enhancing the training support available to staff, making it easier to understand and use these tools as effectively as possible.

A network of digital champions is being developed to provide peer-to-peer support, helping colleagues to build confidence and capability in using digital products.

This approach will ensure that support is not only more accessible but also more embedded in day-to-day working practices.

What is the Trust doing to support flexible working and part time workers?

The Trust is committed to looking after our colleagues to ensure our staff feel valued and supported, as echoed in our 2028 vision.

We work towards creating a friendly flexible working culture where colleagues have open conversations about flexible working and are given the opportunities to balance their family life and work commitments.

Flexible working will help us attract and retain our colleagues, to diversify, increase motivation and morale, thus a happier workforce to deliver excellent patient care. It is one of the elements in our NHS People Promise and it can make a big difference in improving our experience in the workplace.

Please can we have access to finance forecast sheets in order to undertake our monthly finance meetings - this is how we used to do our finance meetings in NWBH and it enables much easier identification of anomalies, trends in spending and issues around budget allocation which can be resolved in a more timely manner. They also save a significant amount of time and make budget meetings more efficient and effective.

All budget holders should be able to access a range of financial information to support managing their budget including monthly budget statements, staffing data and financial forecasts. If you can’t access information or would like to request additional insights to help manage your budget, please contact the Strategic Business Accountant for your area:

Secure - daniel.williamson@merseycare.nhs.uk

Community - natasha.lee@merseycare.nhs.uk

Mental Health - philip.saha@merseycare.nhs.uk

For any other areas please contact Matthew Greene, Operational Finance Director – matthew.greene@merseycare.nhs.uk