There’s been a strangely muted response in the local press to the ‘stepping down’ of Wirral University Teaching Hospital Foundation (WUTH) Foundation Trust CEO David Allison . Allison doesn’t even get a namecheck in the Wirral Globe headline about his sudden departure. The story is somehow spun that it’s ‘All About Frank’ and the Birkenhead MP’s support for the Globe’s petition to get the current car parking charges for nurses changed – which is much like his ‘starving mites’ schtick. No right thinking person thinks nurses should be paying such high car parking charges just as they wouldn’t want children to go hungry. Here’s the Globe’s take : Tank Top Frank
We were given the heads up that Allison was heading for the exit with indecent haste by the following message :
David Allison – taken the money now running
Along with his useless Director of Workforce (replaced the useless Sue Green – yes – married to the useless David Green) James Mawrey – same job just a different title so her role could be made redundant and she could a massive pay-off…..
I dread to think what incompetent fiickwitts will follow in their steads
BTW – don’t give up – please!
However for us to get a fuller picture of what’s been going on we had to go to campaigning journalist Shaun Lintern who writes in the Health Service Journal :
The concerns recorded in the document include:
- NHSI was told the board “was not functioning as a unitary board . Pre-meets are carefully managed and concerns suppressed . It is felt that the CEO has a lack of grip on the issues facing the organisation and was not paying attention to quality indicators . The CEO responds to quality concerns with dismay and aggression. There is a concern that some key data and supportive narrative may be being carefully managed
- NHSI was told executives have been instructed not to involve non-executive directors in any initiatives or issues in their portfolios without going through the chair
- The executives ” felt the organisation had a culture that prohibits raising concerns as there was a lack of transparency and honesty when difficult issues were raised. this translated into a lack of visibility of quality and safety and reluctance to escalate concerns”
- NHSI was told ” senior colleagues were moved out of the organisation very quickly with no obvious explanation .. They felt that this was related to a reluctance to escalate concerns and inability to accept appropriate challenge”
- Consultants at the trust were said to be ” reluctant to take on senior leadership roles as history showed that they may (be) subject to investigations (and/or) intimidation if things did not work out”
Well fancy that! Were WUTH and Wirral Council separated at birth?
None of these allegations come as a surprise to us as we’ve long received similar allegations (see below), often sadly from whistleblowers who were subject to a culture of fear even more virulent than Wirral Council and therefore less willing to go public. We think it is significant that it was senior managers who blew the whistle because we’d like to suggest that there are WUTH staff further down the pecking order (and with considerably less influence and power) who have tales to tell about the trust’s toxic culture.
Indeed here we have some scary stats courtesy of NHS whistleblower and campaigner Minh Alexander which details whistleblowing contacts 2015-17 with useless health and social care regulator the Care Quality Commission (CQC)
Talking of useless regulators who are seemingly unwilling to accept that there was an increasingly worrying governance and culture problem brewing at WUTH we are also aware that Monitor were involved in a complaint about the highly questionable removal of a WUTH Governor in 2014 which had the hallmarks of a ‘kangaroo court’. They lamely concluded “…….we expect the Trust to explain departure from the Code of Governance in its annual report. However in the absence of further or new information , we will not be taking any further action over the above matters”
The history of this case is worthy of a post of its own but might we suggest it would be more instructive for this particular former Governor to contact NHS Improvement to tell them of their experience.
We’ve trawled our other leaks to discover similar allegations to those mentioned above about WUTH . The first of which we publish in the interest of balance to the comment made above :
For the record, Sue Green, HR Director, left the Trust a few months after my removal. Wirralleaks reported on the circumstances of her leaving at the time. She had been suspended for disciplinary reasons but later cleared. During her suspension, the post of HR Director was dispensed with and she was made redundant. My experience of her was that she was an honest, conscientious and efficient professional who got on well with those she had contact with and was a loss to the Trust. Apparently, she did not fit in with the new culture of the Trust since the recent appointment of the new CEO, David Allison.
And here’s another:
Michael Carr is the CEO’s puppet and has been given two extensions to his contract by governors for exceptional reasons (don’t know what reasons are but they will have been invented by Allison) after he had completed two periods of three years, which is the norm for an NHS FT Chairman. Allison wants him in post because he does not cause any problems for him. He is very compliant!
Suddenly doesn’t the chaos , disarray, low morale and lack of beds that we frequently hear about Arrowe Park Hospital make tragic sense when we get a peak at what goes on behind the scenes and how the place is seemingly (mis)managed?
However just to finish on a lighter , reassuring note like they do on News at Ten isn’t Orlando Agrippa simply the best name ever ?!