Author Topic: Jersey General Hospital  (Read 57081 times)

Offline boatyboy

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Re: Jersey General Hospital
« Reply #210 on: July 04, 2016, 04:45:30 PM »
The politicians tell you Jersey is desperate to have a new hospital - and the general hospital consultants that will see you next week if you write them a cheque or in six months time if you are lucky - in it self - strongly suggests that there is a lot wrong with the present setup.

Not to worry reader we will have a new hospital paid for partly out of the capital fund, or by a bond or even through borrowed finance as in the hijacked housing department now run by people at arms length from the Government but making all the decisions.

The point I have been making for probably years is that a failed management, including inefficiency, lack of patient care, poor staff communication all need addressing and improving resulting in shorter waiting lists. Transfering the management to a new building structure will solve nothing.

Indeed there is a strong case for sub contracting operations like basic ( but important ) hip of knee transplants to France to reduce long waiting lists, who charge far less per person that the Jersey private medical monopoly but the Jersey authorities refuse to investigate. This would shorten the long Jersey waiting lists but those in power are not in pain or unable to work so not effected.

Confirmation Bailiwick Express Article:

The board added: “A culture has developed at the hospital where senior clinicians and managers felt it was appropriate to make decisions in an informal way that ensured no records were kept of their consideration, no proper process followed, and there was no possibility of independent scrutiny, or right of appeal/review.”

The board described this as a “serious institutional failing” and says “[The management] failed in their duties to such an extent that, at the very least, they should undergo extensive re-training before being allowed to make decisions on employment (or, indeed, other important matters relating to management of the hospital, other than clinical issues) in the future.”

Dr Alwitry refused to operate on a Friday morning because there was no junior cover at the hospital over the weekend and he was worried about patient safety – a view backed by other experts in the field, but simply dismissed by staff at Jersey General Hospital. He also angered the hospital authorities for refusing to work for free on a Saturday because it was not in his contract.

http://www.bailiwickexpress.com/jsy/news/sacking-surgeon-contrary-law-unjust-and-based-irrelevant-considerations/?t=i#.V3oqvEu9vwI

BB
« Last Edit: July 05, 2016, 04:38:52 AM by boatyboy »

Offline shortport

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Re: Jersey General Hospital
« Reply #211 on: July 05, 2016, 02:09:35 AM »
I hope Dr.Alwitry has opened up another can of worms of how corrupt this island is.
Even hospital doctors are unaccountable to how much time they spend on private vs public patients.

Online gladiator

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Re: Jersey General Hospital
« Reply #212 on: July 05, 2016, 05:56:27 AM »
We can’t read the 146-page States of Jersey Complaints Board  report. Will we hear yet again from the COM “ lessons will be learnt” ?


You would have thought that after the tragic death of a member of staff of the Jersey General Hospital, nurse Elizabeth Rourke in 2006, and a subsequent damning Verita report in 2010 with urgent recommendations for the hospital’s culture to change,  Jersey born Dr Amar Alwitry concerns of safety would have been much appreciated by the hospital management, instead he was up against a gang of    “the Jersey way”.

It makes me think whether those urgent recommendations of the Verita report have been followed or has there been more tax payer’s money wasted by some incompetent or spineless politicians for employing  expensive interim senior hospital managers who should have implemented those recommendations.

Quotes from Verita’s 2010 report which says it all:

2. Matters to do with the health and social services department

Culture of the hospital

2.1 A number of interviewees told us about the culture of the hospital. Many spoke of having satisfying jobs but they also commented about the fear of speaking out and a tendency for others to mistake reasonable questioning for disloyalty.

2.7 Some interviewees spoke about a perception that when something went wrong, senior managers had a tendency to blame individuals rather than looking at the systems in which the mistakes occurred.

2.12 The hospital has a whistle-blower‟s policy, for which it is to be applauded, but it is clear that whistle-blowing is only ever necessary when a culture of cover-up prevails and where it does, whistle-blowers are likely to doubt if such a policy will protect them. An organisation open and receptive to constructive criticism should find that it does not need to use its whistle-blower‟s policy.

Management of the hospital

2.13 Interviewees have provided many descriptions of the lack of common purpose between senior managers and senior clinical staff. Many people said there seemed to be little sense of a genuine shared view about the future of the hospital. This may partly be explained by the dual roles of senior management.


2.15 First-class healthcare organisations must have a sense of shared purpose. Politicians, managers and senior clinical staff should ensure that such a shared sense of direction exists and is communicated to all those concerned with, and working in, the hospital.

2.18 Our impression is that the hospital has little routinely collected data by which it can monitor services and plan developments. This puts it at a disadvantage in identifying the need for change and monitoring the success of any remedial actions.


Re The „Jersey way‟

3.8 A number of interviewees have referred to the „Jersey way‟ when explaining why things are as they are. We asked people what they meant by this term and received a variety of answers.

3.9 One consistent element which accords with our observations is the preference for informal understanding and agreement over formal, documented policies and procedures. It was suggested that this informality made it easier for people to avoid responsibility when something went wrong. A more benign explanation would be that people were trusted to behave sensibly, without the need to have every „i‟ dotted and „t‟ crossed. The „Jersey way‟ is certainly an alternative to the UK culture of micromanagement. Nonetheless, it has its disadvantages and dangers:

3.16 We believe that a public debate about what the people of Jersey want from their hospital and what they can get for the money they are willing and able to spend is a necessary step in deciding the hospital‟s future.


Independent investigation into the care, treatment and management of Elizabeth Rourke
Addendum to the report January 2010


http://www.statesassembly.gov.je/AssemblyReports/2010/149-10183-122010.pdf

The report is damning by the States of Jersey Complaints Board,now what action will Health Minister Andrew Green take to replace a failed management?


History tells us?

http://news.bbc.co.uk/1/mobile/world/europe/jersey/8491448.stm

http://www.bbc.co.uk/news/world-europe-jersey-10747738
« Last Edit: July 05, 2016, 06:41:31 AM by gladiator »

Offline boatyboy

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Re: Jersey General Hospital
« Reply #213 on: July 18, 2016, 04:43:28 PM »
The people in charge of running the Jersey Hospital and who have decided that they want another £450 million building are using unsafe practices so says Dr Alwitra  a Jersey born outsider who wanted to return to the island but who has worked and trained in a far larger health organisation the NHS.

 "No" says the employment board of amateurs’ led by Gorst, and supported by Andrew Green the health minister and retired senior manager from the hospital in charge of catering for the group.

They should be glad for the patients when an outside organizations points to defects in Jersey’s health care provision. It should – ALL – be about better and safer professional healthcare. However so bitter and twisted, so protective have some States departments become that the minister have closed ranks with their friends  “ der management “ at the Hospital that they refuse the warnings about unsafe practice and sacked the messenger. Were they right ?  Not according to the massive and powerful British Medical Association that look after the managing of safe practice for doctors so that doctors are not made scapegoats.

Questions for the Jersey Government.

Should you not be impartial, in which case why are you sitting on the SEB at all ?

Is not Andrew Green conflicted, being an ex hospital senior manager ?

Why bother to have a States complaints board, chaired by a retired lawyer, then ignore the considered conclusion ?

Are the SEB the COM and the Health Minister  truly wanting better patient care and improved services or just mouthpieces for a Hospital Management that is fatally flawed through not being part of the NHS accountability regime as shown by this exercise ? If so, is a clear out of top management at the hospital now needed to move forward and the resignation of the Health Minister who supports them also required ?

The answer will be confirmed should Mr Alwitry win his case for compensation unlike the situation regarding the sad case of nurse Elizabeth Rourke?
BBC Jersey.

A spokeswoman for the British Medical Association (BMA) said Mr Alwitry had the organisation's "full support" following his "unacceptable" treatment.
He said the SEB and the minister had shown "belligerent disregard" for patient safety and "wasted thousands of pounds of taxpayer money" trying to defend an "indefensible position".

Mr Alwitry has said he lost his job after he suggested it would be unsafe for him to operate on patients on Friday unless emergency care would be provided by his colleagues over the weekend.

http://www.bbc.co.uk/news/world-europe-jersey-36793850

About the SEB.

Chairman: Senator Ian Joseph Gorst

Vice Chairman: Senator Andrew Kenneth Francis Green M.B.E.

Members: Senator Alan John Henry Maclean, Connétable Juliette Gallichan, Connétable Michel Philip Sydney Le Troquer,

Unlike PPC which always has a "balance" of left, right and centre members of the States, this is heavily weighted to the establishment.

http://tonymusings.blogspot.com/2016/07/spotlight-on-states-employment-board.html

Boatyboy.
« Last Edit: July 18, 2016, 11:27:20 PM by boatyboy »

Offline boatyboy

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Re: Jersey General Hospital
« Reply #214 on: January 27, 2017, 05:22:26 PM »
This is the minister that wants us on Jersey to trust him with £900 million ( payback of loan total over 40 years ) to build a part hospital, full plans and costings not available.

The problem as it appears on tonymusings blog  ( all credit to tony )  is that Minister Green like other Ministers has trouble seperating lies from what is actually the truth.
During the debate on hospital funding the question was asked if the loans and financing were subject to input and advise by the justice department. The answer from a Minister ( cant remember which one ) was that we have a history of working closely with the justice department. 

Quote:

" Deputy Andrew Green argued against this notion: “Okay, this is slightly different, and we have picked up on the income tax to collect it, but it is not a tax”


Well worth a read: all credit to the blog below.

http://tonymusings.blogspot.co.uk/2017/01/post-truth-taxes-and-alternative-charges.html

bb
« Last Edit: January 27, 2017, 11:15:53 PM by boatyboy »