Wirral University Teaching Hospital : #Proud ?

In the week that people were urged to stay away  from Arrowe Park Hospital (APH) A&E because of a surge in demand we get an insight into one of the many reasons how things got that way.  Read more here APH A&E

Our thanks go out to a concerned Wirral citizen who is asking all the right questions of Wirral University Teaching Hospital (WUTH) . The response they received to their Freedom of Information Act (FOIA) request is an eye-opener to say the least. As previously reported David Allison ‘stepped down’ as CEO of WUTH in December . Read more here

We now find out Allison is currently ‘working his six months notice period’ . To which we can only ask – from where? The Caribbean ? Wherever Allison is he’ll still be getting half of his £300K annual salary for doing precisely NOTHING .

Considering the failures detailed in the damning report which we included in the Marmalizing the Bullies : St Frank or Sir Diddy ? post we need to ask whether such generous rewards for failing those who pay for and rely on the NHS should be allowed to continue.

And that’s not the end of it ! –  Question 5  in the FOI  request below relates to general allegations (current) at APH and although not necessarily against Allison, it is shocking to consider that there are SIX ( count’em !) ongoing bullying investigations .

Might we suggest that under the circumstances that the @wuthnhs#proud  #PROUD branding needs to be put on hold until investigations are completed . How can NHS Improvement and WUTH management possibly be proud of any of this?

WUTH FOI

WUTH FOI 2WUTH FOI 3

WUTH – Carr Crash OUT, Sir Diddy IN

Here follows a further couple of more usual leaks from Wirral University Teaching Hospital (aka Arrowe Park & Clatterbridge hospitals) following yesterday’s report of the big water leak at APH:

I thought you would be interested in the fact that Michael Carr has resigned this week as Chairman of Wirral University Hospital NHS Foundation Trust.It is likely that NHS Improvement advised him to stand down, following the resignation of David Allison, CEO.The Trust can only benefit from the replacement of both.

Henshaw 029

It comes as no surprise that Michael Carr the chair of WUTH hospital has ‘quit’ after a leaked report exposed widespread bullying at APH.

Carr Quits

This leaked report highlighted claims of “totally unacceptable” behaviour, evidence of “tribal divisions” and junior staff “set up to fail”. As we’ve previously reported regulator NHS Improvement is investigating “cultural, behavioural and governance issues” at WUTH .Of course this is all very familiar to Wirral Leaks readers as another source tells us :

It’s hellish in Arrowe (Park Hospital) , same problem as the Council, drone management and bullying….

Read more here :

WUTH : Leaks to Cascade

Advent Farewell 22 : WUTH – less this Christmas

So what does come as a surprise is that the appalling NHS Improvement – the expression ‘physician heal thyself’ comes to mind – has appointed another notorious bully ‘Sir’ Diddy David Henshaw as the interim chair!

Or perhaps it shouldn’t come as a surprise – have you noticed how the likes of Sir Diddy always find another  highly remunerated ride on the public sector merry go round after they’ve ‘retired’ with a bumper cheque ? Sir Diddy has previously ‘served’ as CEO of Liverpool and Knowsley Councils and left a trail of controversy in his wake.

You can do you own internet searches on this piece of work – but try this for starters : Henshaw’s Evil Cabal

One of the glowing eulogies comes from current Merseyside Police and Crime Commissioner Jane Kennedy : “A man in whom I have no confidence and for whom I have no respect” – and that’s one of the kinder comments.

Inevitably late to the part comes along Frank Field ,wading in where he’s not wanted. Frankenfield wants to “ensure commissioners are sent in both to protect those staff providing an excellent service and with the instructions to root out the thugs and the bullies” : NHS Thugs

The hypocrisy on display here – even for Frankenfield – is absolutely staggering. This is the man who was instrumental in PREVENTING commissioners being sent in to Wirral Council in 2012 when a widespread and corrosive bullying culture was exposed. No consideration of the need to protect council staff or attempts to root out the thugs and bullies then was there ? Could it have been that Frankenfield  knew that some of the most prominent  ‘thugs’ and ‘bullies’ were in the local Labour group -and are still in positions of power?

Is it any wonder the inglorious legacy of this duplicity is that we now discover mental health sick days among Wirral Council staff is at an  eight year high. An ‘Absence Management’ report to be discussed at next weeks Employment and Appointments Committee states:

“A range of initiatives including a focus on mental health support are in place.These activities include targeted approaches for specific areas and universal programmes for all staff with an ethos to support all employees across the organisation.Monitoring and oversight has been further developed to ensure accountability at all organisational levels is in place.”

As you can tell from this anodyne management speak Wirral Council remains in denial it has a bullying culture. Until it does – it will remain a sick organisation.  Wirral University Teaching Hospital bosses and regulators take heed.

Wirral University Teaching Hospital – Leaks to Cascade

 

 

APH-NO-EVOL

Lessons have been learned ? – A Wirral Leaks picture from our January 2014 story GREEN LEAVES would suggest not. If leaked documents had not been sent to Health Service Journal would bullying and management concerns ever been made public?

Leaked email from Wirral’s largest employer which appears to confirm that it suffering from the same toxic culture that afflicts Wirral’s second largest employer. The media exposure referred to are articles published in Health Service Journal and not the local press.

From: Communications (Wirral University Teaching Hospital NHS Foundation Trust)
Sent: 12 January 2018 17:05
Subject: FOR INFORMATION: Health Service Journal (HSJ) media exposure

Message sent on behalf of Dr Susan Gilby, Medical Director

Please cascade to those not on NHS Mail

Dear Colleagues,

As my executive colleague, David Jago highlighted in his global communication today (issued at 13:12), I would like to further update you on likely media exposure following this matter.

Many of you keep up-to-date on social media and via the local press, however for those that do not, I felt it was only right to share with you an article that has today (Friday) appeared on Twitter and online in the Health Service Journal (HSJ).

Upon joining the Trust early last year as Medical Director, I requested that a medical staff engagement survey was carried out as I felt there was a widespread perception of ‘disconnect’ between management and medical staff. As a result of my early observations, it was clear that this benchmarking exercise, with a strong evidence base, would enable the Board to support a strategy for cultural change within the organisation.

On behalf of the Executive team, I would like to say that the Trust is extremely grateful to staff that have raised concerns and we deeply regret any failures to identify and effectively deal with some of these highlighted attitudes and behaviours that this survey has uncovered.

It is my intention to now plan and commission an external cultural change programme which will help address the root causes of unacceptable behaviours and embed the positive behaviours that staff would expect to consistently exhibit and witness.

In the spirit of openness and transparency, I will keep you all fully informed on its progress and will feedback its findings later in the year.

For colleagues not on social media, or who do not follow the press, I have placed below the full HSJ article in order to prevent rumour and inaccuracy.

I would like to take this opportunity to thank colleagues for showing great and ongoing understanding to the Executive and Senior team during this period of challenge and I look forward to working with you all on our journey towards quality improvement.

Kind regards,

Dr Susan Gilby

Medical Director

HSJ article published 12/01/2018: Leaked documents reveal bullying and management concerns at trust

Wirral University Teaching Hospital Foundation Trust  doctors reported high levels of bullying and “disconnect” from management, according to documents leaked to HSJ.

They resonate with serious concerns raised about management and culture at the trust that were reported by several of the trust’s executive directors to regulators, and revealed by HSJ, last month.

Documents seen by HSJ also allege former chief executive David Allison, who left suddenly in December, dismissed a proposal to appoint clinical leaders, saying it would happen “over my dead body”.

Trust medical director Susan Gilby raised the results of a first medical staff engagement survey at a private board meeting in summer last year. The survey reported “a continuing widespread perception of ‘disconnect’ between management and medical staff”.

Results of a second survey of 95 doctors, carried out in March 2017 and also leaked to HSJ, revealed 43 per cent of respondents said they had experienced harassment, bullying or abuse in the previous 12 months. A report on the findings said “most of [this] was from managers”. Only a third of doctors in this survey said they felt able to make improvements happen in their area of work. Changes suggested by doctors included improving culture and behaviours of managers towards doctors.

Minutes of three trust executives’ meeting with NHS Improvement in November show they raised the survey and told the regulator they “felt the organisation had a culture that prohibits raising concerns as there was a lack of transparency and honesty when difficult issues are raised”.

The same minutes said: “One example cited [of poor culture] was the recent poor results from the medical engagement scale which in the view of the MES team were extremely poor.

“The [medical director] raised this with the CEO and chair [Michael Carr] and at private board but did not receive support from the CEO to address the concerns.

“He was heard to say to the company secretary that the doctors would be leads of their services ‘over my dead body’. The minutes of the private board meeting discussion on this topic did not adequately reflect the discussion.

“In the pre-meet before the subsequent [public] board meeting the MD was told by the CEO not to go into detail in addressing the required amendments [to minutes of the private board].”

According to the survey results of more than 100 doctors, the trust scored among the lowest for medical engagement of 110 NHS trusts with which it was compared.

The report on the second survey, passed to HSJ by a member of staff, concluded: “The views of medical staff in Wirral University Teaching Hospital Foundation Trust suggest a general perception of very low levels of medical engagement compared to the medical engagement norms for NHS trusts.”

It pointed out that the trust’s results had deteriorated from an earlier survey in 2012 warning: “Medical engagement is not significantly improving and in some areas appears to be getting worse. The results suggest a continuing widespread perception of ‘disconnect’ between management and medical staff characterised by insufficient contact and authentic communication.”

The report states that, comparing the 2017 to 2012 results, the survey showed a 29 per cent decrease in staff feeling they were involved in decision making and a 21 per cent fall in staff feeling valued and empowered.

The report said there was a “consistent divide” between managers and doctors with 63 per cent of managers saying they work closely with doctors compared to just 12 per cent of medical staff. In total, 70 per cent of managers agreed that senior management actively encouraged innovative thinking by medical staff compared with just 7 per cent of doctors.

Only 13 per cent of medical staff said they could trust non-medical managers to take their opinions on board. The report said: “Clearly, many members of medical staff feel that there is little opportunity to talk freely with management about future plans and consequently their ideas and opinions are either not taken seriously or simply ignored by management staff…

“The results reveal a consistent tendency for managers to overestimate medical engagement and this over-optimistic perception may well indicate that managers are far from fully aware of the working challenges that medical staff face, and do not take the medical engagement as seriously as they might.”

In a statement to HSJ, Susan Gilby, the trust’s medical director, said: “As a result of my early observations upon joining the trust last year, a survey around clinical leadership and collaborative working was commissioned. It was felt that this benchmarking exercise, with a strong evidence base, would enable the board to support a strategy for cultural change within the organisation.

“The trust is hugely grateful to staff that have raised concerns around bullying and harassment and we deeply regret any failures to identify and effectively deal with some of these highlighted attitudes and behaviours.

“As an executive team, we wish to make it clear that there is no place for such attitudes and behaviours in the trust and we can only apologise to staff that may have experienced this culture.”

She said the trust now planned to commission an external cultural change programme to help address “the root causes of unacceptable behaviours and to embed the positive behaviours that staff would expect to consistently exhibit and witness”.

NHS Improvement has previously said it will launch an investigation into the concerns raised about the trust.

 

Back in The NHS(s)

It’s not just Wirral Council who are seemingly awash with  incompetent managers who resort to bullying when staff dare to question working practices. It appears  our local hospital has the same problem ……

http://www.liverpoolecho.co.uk/liverpool-news/local-news/2011/12/22/arrowe-park-hospital-survey-reveals-bullying-claims-in-women-and-children-s-unit-100252-29993549/

Using the example of the trusts core values, under the somewhat patronising clumsy acronym “PROUD”

which stands for

Patients are at the heart of everything we do

Respect each other every day

Our hospitals are your hospitals

United to provide the best possible patient care

Dedicated to excellence in all we do

we would suggest  PROUD (sic) could also stand for

Patients treated as statistics not people

Reduce nursing practice to conyer belt health care ( see Kaizen principles)

Obessesed with meaningless jargon.

Undermine staff who challenge bad practice

Dismiss genuine concerns of staff as inconsequential- Adopting the F.I.O.F.O. mindset ( fit in or f**k off)