Inability to deliver Adversely affect plans Option to maintain services in capital programme for the RLUH New build the existing RLUH on a within the designated as current plans do not basis. timeframe. have orthopaedic Phased implementation trauma in the bed or approach to reconfiguration is theatre base. being considered while funding Delay strategic source is being secured. reconfiguration. Availability of Capital If funding is unavailable Capital investment would be Funds to support then the project could prioritised by each Trust Board infrastructure upgrade be delayed. in order to deliver the preferred option. Delay in May affect capacity to Preferred option has the implementation deliver orthopaedic support of each Trust Board services between both and Liverpool CCG. organisations. Option to maintain services in With an inability to the existing RLUH on a maintain medical basis. staffing levels, junior Project Implementation Team doctor rotas and attract established and providing trainees. regular progress reports to Trust Boards. Programme Management Office will manage project implementation. Activity levels differ Affordability and/or Projections based on extensive from projections capacity issues. 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. Failure to plan and Industrial relations Clarity of workforce planning. deliver workforce problems. Service improvement service change Staff motivation or methodology agreed with recruitment and weekly executive level scrutiny retention harmed. panel to prioritise and approve projects. Management focus on the day to day leaves Programme Management Office services unreformed. to monitor QEPs. Service wrong Significant progress in shape/size partnership working with Staff Side. Insufficient staff to maintain service quality Staff engagement strategy. or unable to achieve Benchmarking against other workforce QEP. Acute Teaching Trusts.
Inability to deliver capital programme within the designated timeframe. Adversely affect plans for the RLUH New build as current plans do not have orthopaedic trauma in the bed or theatre base. Delay strategic reconfiguration. Option to maintain services in the existing RLUH on a basis. Phased implementation approach to reconfiguration is being considered while funding source is being secured. Availability of Capital Funds to support infrastructure upgrade If funding is unavailable then the project could be delayed. Capital investment would be prioritised by each Trust Board in order to deliver the preferred option. 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. Preferred option has the support of each Trust Board and Liverpool CCG. Option to maintain services in the existing RLUH on a basis. Project Implementation Team established and providing regular progress reports to Trust Boards. Programme Management Office will manage project implementation. Activity levels differ from projections Affordability and/or capacity issues. 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. 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. 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.