Sustainable financial improvement at Liverpool University Hospitals NHS Foundation Trust

In this context, LUHFT was placed under greater regulatory scrutiny at National Oversight Framework Level 4 (NOF4) by NHS England. As well as addressing quality improvement actions, the Trust needed to achieve a Financial Recovery Plan by developing an £83m Cost Improvement Programme (CIP) and implementing run rate controls to exit NOF4. Doing so would need to include realising opportunities to improve workforce productivity, optimise core operational efficiency and implementing a range of controls and data driven insights to contain unwarranted expenditure.

Over nine months in 2023, an embedded Deloitte team supported the Trust in a range of critical workstreams in areas with the greatest scope to address budgetary pressures and reduce the deficit. The success of our approach illustrated the importance of several principles at the core of how we work in partnership with NHS organisations:

More efficient and better quality care is more cost-effective.

We guided the Trust through implementation of a rostering improvement programme to increase fill rates – improving the stability of the nursing workforce and delivering associated benefits for patients and staff – while reducing spend by decreasing high-cost agency shifts.

In theatres, an operational improvement drive on productivity in six specialities, enabled by optimising the theatre timetable and right-sizing the trauma capacity to reduce the impact on the running of elective lists, resulted in a c. 30% increase in sessions undertaken between April and October 2023, meaning more patients were treated by the Trust.

Transferring knowledge to the Trust’s Transformation teams to sustain long-term change.

We worked alongside the Trust to set up the Programme Management Office (PMO) and reporting processes. Specifically, a rostering Improvement team was created and trained to deliver a programme that supported ward managers and compliance with revised nursing controls.

Senior leadership at the Trust lent their support to the programme, establishing financial governance at the Trust, Site, and Divisional levels. As well as designing the financial improvement governance and reporting, we ensured the Trust was able to “stay the course” and embed a culture of scrutiny, accountability and support in these forums that would outlast our involvement.

Data and insights are vital in supporting improvement.

Operational leads didn’t have the data they needed to make the right decisions. Together, we gathered data through a workforce insights dashboard at the Trust to provide ongoing overview of cost control and monitoring compliance. We used this data to identify and plan targeted recruitment initiatives focused on addressing areas of excessive temporary staff spending – including temporary staff pay and vacancy approvals – and redesigning senior management structures to streamline operations and reduce costs. Navigating and consolidating disparate Trust data and insights helped us plan medium-term interventions to deliver a financially sustainable junior doctor staffing model.

When applying any of these principles working in partnership with Trust teams was at the heart of the project’s success. We developed close working relationships with individuals at all levels across the Trust, demonstrating a willingness to get to the heart of the issue and enabling Trust teams to feel comfortable, supported, and able to be candid about the challenges they were facing. Our interactions with the Trust Executive and senior teams focused on delivering a Return on Investment (ROI). To do so, a flexible approach and willingness to pivot our energy and resource was required as we developed our collective understanding of where the greatest opportunities lay. We demonstrated our commitment to this approach by contracting on a contingent basis.