9 September 2025

An update from Rob Collins, Chief Finance Officer and Deputy Chief Executive Officer for Non-Clinical Services

I wanted to provide you with an update on our Financial Plan. It’s been an extraordinary few months with significant system requests, a strong focus on performance recovery, increased productivity, and operating within our budget. 

NHS England (NHSE) remain concerned with the financial position of the Cheshire and Merseyside ICB. As a result of these concerns, NHSE have commissioned an intervention programme led by PricewaterhouseCoopers (PwC) to strengthen financial planning and achieve long term sustainability. The programme has been underway for a number of weeks and members of our Board recently met with PwC to share our Financial Plan and to provide assurance on our ability to deliver the plan safely, maintaining quality and patient experience.

Our plan was well received, and we will progress this through the appropriate governance routes as we implement various elements of the plan. As of the end of August, Mersey Care remained on track with the Financial Plan; however, sustained effort will be essential to maintain this position, particularly as delivery becomes increasingly challenging in the second half of the year.

Every part of the health system continues to face significant financial pressures, and we must collectively continue to manage our resources wisely. This financial challenge cannot be solved by one organisation in isolation, and Mersey Care and our system partners are working closely to find shared solutions such as the standardisation of bank pay rates, MARS, as well as exploring opportunities to reduce duplication and focus every pound on patient care and staff support.

As we implement change and adapt to new ways of working, we are also reflecting and learning; it’s not just about doing things differently – it’s about understanding what works, what doesn’t and where possible, how we make efficiencies and improvements together.

Our clinical / patient facing bank staff use and processes remain unchanged and are well managed within the divisions with effective use of the rosters to make sure safe staffing establishments are in place. Staff bank reliance has decreased and controls remain in place for non-patient facing bank usage, and a reminder of the correct process to follow is available here.

We asked you to share your ideas on making efficiencies, and we’ve received more than 250 suggestions, summarised into the below themes:

  • Our estate and efficiency- closer management of our environment e.g. heating, ventilation, rationalising our estate, and the reuse of furniture and IT equipment
  • Our workforce and management structures - admin functions and leadership structures
  • Policy consistency and clinical governance - procurement of products alongside national guidance
  • Staff wellbeing - improved onsite facilities, clinical staff to work in a more agile way.

Ideas have been shared with service leads to explore, address and implement where appropriate and we continue to encourage good ideas and considerations to be shared by all teams so that they can be progressed where appropriate.

As a leadership team we will continue to be open, honest and transparent. We know that in the coming weeks and months we will need to make more tough decisions to support the system and financial recovery.

Please remember that clear, timely and accurate communication is everyone’s responsibility. It helps to make sure everyone feels informed, heard, avoids confusion, builds trust and supports consistency of messages.

Frequently asked questions can be found on YourSpace, and if there is anything you’re unsure of please speak to your line manager, or submit a question here.

We know change brings uncertainty and is unsettling, especially when its linked to finances and service redesign but we want you to be informed, involved and supported every step of the way.

Looking after ourselves and supporting our colleagues are two of the most important things we can do to enable us to continue to provide the best care for our patients and service users and our wellbeing offer remains available.

A heartfelt thank you for your continued hard work, support, ideas and resilience.

Together we will get through this challenging period, living our values, supporting the system and one another along the way.

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