Optimising Inpatient Staffing: Net Hours Reduction and Roster Efficiency Programme
Summary
The AfC Roster Team at Liverpool University Hospitals NHS Foundation Trust reduced inpatient net hours from 18,110 to 4,404 between April and August 2025, improving roster efficiency and workforce productivity. Through enhanced use of SafeCare, refined demand templates, and close collaboration across nursing, finance, and rostering teams, the project strengthened governance and created fairer, more transparent rosters. These improvements have delivered over £1 million in agency savings, supported safer staffing, and improved staff experience, with progress recognised for best practice in roster management.
The Challenge
Inpatient areas faced high volumes of accrued net hours, signalling a gap between planned and actual shifts. This imbalance made rosters less effective, reduced transparency for staff, and contributed to unnecessary use of bank and agency staff to cover perceived shortages. The result was increased financial pressure, variable staffing levels, and a risk of reduced workforce stability. The Trust needed to improve roster accuracy, strengthen oversight, and ensure hours already within the workforce were deployed more effectively.
The Solution
A collaborative project team brought together matrons, divisional nurses, finance, operational managers, and the Temporary Staffing team. Inpatient roster templates were reviewed to ensure they accurately reflected demand and safe staffing. Weekly KPIs, divisional dashboards, and escalation meetings created clearer oversight and accountability. SafeCare was embedded as a live operational tool, supported by audits and training to increase clinical leaders’ confidence. Governance was strengthened through regular controls meetings, challenge sessions with finance, and closer monitoring of agency use. The Temporary Staffing team introduced additional processes to improve shift visibility and compliance. Together, these actions created a structured, transparent, and data-driven approach to roster management.
Results & Next Steps
Net hours were reduced by 76% in four months, from 18,110 to 4,404, aligning planned and actual staffing more closely. AfC agency spend fell by more than £1 million in Q1, with better use of existing staff and reduced reliance on temporary cover. Staff surveys and local feedback highlight improved fairness, transparency, and work-life balance, while the consistent presence of in-charge nurses has strengthened ward leadership. Weekly dashboards, KPIs, and audits are now embedded, ensuring sustainability. The approach is being scaled regionally, with plans to extend to LAASP trusts, Liverpool Women’s Hospital, Liverpool Heart & Chest Hospital, and The Walton Centre. Shared dashboards, aligned KPIs, and a LUHFT-led roster control forum will support wider adoption, creating a consistent and collaborative model for efficient, safe, and sustainable workforce planning across Merseyside.
