5 Delay in implementation May affect capacity to deliver orthopaedic 2 4 8 Preferred option has the support of 2 3 services between both organisations. each Trust Board and Liverpool CCG. With an inability to maintain medical Option to maintain services in the existing RLUH on a short-term basis. staffing levels, junior doctor rotas and attract trainees. Project Implementation Team established and providing regular 6 progress reports to Trust Boards. Programme Management Office will manage project implementation. Cross rota support and flexibility between both organisations could be agreed. 6 Activity levels differ from Affordability and/or capacity issues. 3 3 9 Projections based on extensive activity 2 2 projections modelling. Performance levels could be improved. Extended hours could be employed in key service areas such as theatres and 4 radiology. Use of other providers on a short-term basis. Service Improvement Team could be attached to the project. 7 Failure to plan and Industrial relations problems. 3 3 9 Clarity of workforce planning. 2 3 deliver workforce Staff motivation or recruitment and Service improvement methodology service change retention harmed. agreed with weekly executive level scrutiny panel to prioritise and approve Management focus on the day to day projects. leaves services unreformed. Programme Management Office to Service wrong shape/size 6 monitor QEPs. Insufficient staff to maintain service Significant progress in partnership quality or unable to achieve workforce working with Staff Side. QEP. Staff engagement strategy. Benchmarking against other Acute Teaching Trusts.
5 Delay in implementation May affect capacity to deliver orthopaedic services between both organisations. With an inability to maintain medical staffing levels, junior doctor rotas and attract trainees. 2 4 8 Preferred option has the support of each Trust Board and Liverpool CCG. Option to maintain services in the existing RLUH on a short-term basis. Project Implementation Team established and providing regular progress reports to Trust Boards. Programme Management Office will manage project implementation. Cross rota support and flexibility between both organisations could be agreed. 2 3 6 6 Activity levels differ from projections Affordability and/or capacity issues. 3 3 9 Projections based on extensive activity modelling. Performance levels could be improved. Extended hours could be employed in key service areas such as theatres and radiology. Use of other providers on a short-term basis. Service Improvement Team could be attached to the project. 2 2 4 7 Failure to plan and deliver workforce service change Industrial relations problems. Staff motivation or recruitment and retention harmed. Management focus on the day to day leaves services unreformed. Service wrong shape/size Insufficient staff to maintain service quality or unable to achieve workforce QEP. 3 3 9 Clarity of workforce planning. Service improvement methodology agreed with weekly executive level scrutiny panel to prioritise and approve projects. Programme Management Office to monitor QEPs. Significant progress in partnership working with Staff Side. Staff engagement strategy. Benchmarking against other Acute Teaching Trusts. 2 3 6