Author Topic: Jersey General Hospital  (Read 65632 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.

« 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.

Offline 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

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?
« 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.

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.

« 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. 


" 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.

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

Offline Herrybraun

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Re: Jersey General Hospital
« Reply #215 on: August 08, 2017, 05:47:33 PM »
Its really a great deal to find one best doctor that treat your pain with great cure and do his/her best for the patients sake.

Offline Chevalier Blanc

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Re: Jersey General Hospital
« Reply #216 on: August 09, 2017, 03:54:04 PM »
So they want the public to have their say on the hospital. So when it all goes pear shaped on paying back the loan they will say that we the public agreed to what they had told us and we put our input into it, so we all take the blame!  Do not be fooled by saying what or how you want the hospital, it is their job to sort it out that is why they are states members.

Offline shortport

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Re: Jersey General Hospital
« Reply #217 on: August 10, 2017, 01:40:48 AM »
Don't worry they won't take any notice of our concerns.I'm sure a deal for the funding has already been agreed with the private investor.
It will probably end up being a hospital for wealthy English people to have VAT free operations in our 'world class' hospital.

Offline gladiator

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Re: Jersey General Hospital
« Reply #219 on: August 22, 2017, 01:08:28 PM »
sorry duplicate
« Last Edit: August 23, 2017, 01:08:03 AM by gladiator »

Offline gladiator

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Re: Jersey General Hospital
« Reply #220 on: August 22, 2017, 01:27:30 PM »
What a bunch of slimy w*****s.

Interestingly Senator Philip Ozouf sat next to Peter De Putron and MP Jeremy Hunt at the Tories’ Black and White Fundraising Party 5 February 2014 as per The Guardian and The Bureau of Investigative Journalism. 


The table plan shows:

*Peter de Putron, an offshore financier who is brother-in-law of financial services minister Andrea Leadsom, was seated with health secretary Jeremy Hunt and Jersey’s Treasury minister, Philip Ouzouf.

None of the three men have confirmed their attendance, though Mr Hunt was photographed arriving at the event.

So there is a connection between them. With no doubt they have been lobbying their own interests on that occasion. Do the Jersey people want their hospital financed by somebody like the Guernsey banker Peter de Putron who won't make the best deal for Jersey ?

Jerry Gosselin wrote an important post previously about the Guernsey bank dynasty De Putron and its donation to the Tories. Baring in mind that the Channel islands are banned donating to British politicians.

Offline gladiator

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Re: Jersey General Hospital
« Reply #221 on: September 08, 2017, 05:15:13 AM »
No formal targets for hospital waiting times. Unbelievable poor standard for an international finance centre.

Hospital waiting times (FOI)

Department   Freedom of Information
Author   States of Jersey
Issue date   21 Mar 2017
Status   Published
Cost   Prepared internally, no external cost


How many beds are there per 100,000 of the population in Jersey?


What was the average waiting time to be seen in the Emergency Department in 2016? Has the hospital set targets to see a patient in the Emergency Department by a particular time? If so what is the target time?

What was the longest time someone had to wait in 2016 to be seen in the Emergency Department?


What was the average waiting time for an elective operation in 2016? Is there a set target time to carry out elective operations? What was the longest wait someone had to wait for an elective operation in 2016? If possible can you tell me what the operation was for and the age and gender of the patient?


What was the maximum waiting time in 2016 for someone who has been referred with suspected cancer to see a specialist? What was the average waiting time in 2016?


Within Jersey General Hospital there are 132 acute, adult, public inpatient beds. Additionally there are Paediatric, Intensive Therapy Unit (ITU), assessment beds, day surgery beds, maternity and special care baby unit beds totalling a further 62 beds. Overdale Hospital also has 23 rehabilitation beds.

The population office would need to advise on the current population of Jersey.


On attendance to the Emergency Department in 2016 the average wait to be triaged for all patients was nine minutes. The average time to be treated following presentation at the Emergency Department was 50 minutes.

Patients are treated in clinical priority order following triage assessment.

The hospital has not set a target regarding the time to be seen within.

We are unable to provide the longest individual wait due to the risk of identifying an individual patient and therefore Article 25 of the Freedom of Information (Jersey) Law 2011 has been applied. However a breakdown of the time to be treated is displayed in the table below.


​Time to be treated (mins)   â€‹Percentage of total attendances
​0-29                                   ​ 45%
​30-59   â€‹                           27%
​60-89    â€‹                           13%
​90-119                               â€‹7%
​120-149                              â€‹4%
​150-179                               â€‹2%
​180+   â€‹                           3%


The average wait for a public elective operation in 2016 was 65 days. There is no formal target.

We are unable to provide the longest individual wait due to the risk of identifying an individual patient and therefore Article 25 of the Freedom of Information (Jersey) Law 2011 has been applied. However a breakdown of the time waited is displayed in the table below.

​Days waiting for inpatient procedure ​ ​ ​ ​Percentage of patients​
​​1-30                                                    36%​
31-60   â€‹                                         27%
61-90                                            15%
​91-180                                            16%
​> 180                                                  7%
​   â€‹


We are unable to provide the individual longest wait due to the risk of identifying an individual patient and therefore Article 25 of the Freedom of Information (Jersey) Law 2011 has been applied. We aim to assess every patient who is referred into the hospital with a suspected cancer within four weeks and usually they are seen ahead of this.

In 2016 the average waiting time for an urgent referral to be seen was 16 days. This average includes non-cancer referrals.

Exemptions applied

Article 25 - Personal information

(1) Information is absolutely exempt information if it constitutes personal data of which the applicant is the data subject as defined in the Data Protection (Jersey) Law 2005.

(2) Information is absolutely exempt information if –

(a) it constitutes personal data of which the applicant is not the data subject as defined in the Data Protection (Jersey) Law 2005; and

(b) its supply to a member of the public would contravene any of the data protection principles, as defined in that Law.

Compare with the Isle of Man Hospital's targets published in public domain:

Just as a reminder an old post but still relevant:

Jersey’s planned costs for a new hospital are £466m with estimated total costs incl. interest payments of £900m  for a catchment area of 103000  people VERSUS the costs of the planned new Liverpool Royal Hospital of £429m for 750000 people needing the specialist services for a catchment area of 2 million people!

Just compare!

How on earth did Jersey’s Department of Health and its Minister Andrew Green get their sums together???? Their money wasting incompetency with serious consequences for the Jersey people is just so in your face. To top that their elected Treasury Minister Senator Alan Maclean snubbed the request by Deputy John Le Fondre, Chairman of the Corporate Services Scrutiny Panel for more time to investigate how Jersey’s new multi-million pound hospital build is going to be funded!

But that must be The Jersey Way again! Arrogance par excellence!

The New Royal Liverpool Hospital will get for their money:

•   646 beds, including a 40-bed Intensive Therapy Unit.
•   18 state-of-the-art theatres
•   23 wards and units, including a large clinical research facility.
•   The Emergency Department  which treats 172.000 patients will be one of
   the biggest in the north-west with a CT scanner and special lifts for major
   trauma patients, which go straight to theatres.

What will Jersey’s people get for their borrowed and tax paid money?

Will the General Hospital or the Department of Health or the Treasury put on line the finance plans and up dates like the New Royal Liverpool Hospital?

As the Jersey Way does not allow transparency and accountability we all know the answers.

The Royal Sussex County Hospital is undergoing a £486 million programme since 2016 to revamp their hospital by replacing all the buildings on the front of the main hospital site.

The Royal Sussex County Hospital is an acute teaching hospital in Brighton and is administered by the Brighton and Sussex University Hospitals NHS Trust. The work will happen in three stages and will take nine years to complete.The TRUST provides local acute services to a population of 484,000 but the catchment population for specialist services such as cancer and brain surgery , etc is much wider between 1.2 – 1.4 million people!

The £486 million project to modernise Brighton and Hove’s biggest and busiest hospital will be funded directly by the government by paid taxes and not by “Private Finance Initiative” PFI deals which are well known now to be too high financial risk.

This information  and more is all in public domain and easy to access through the internet thanks to their great hospital website where the outline of the business case is clearly defined and accessible.

Senator Andrew Green, Senator Alan Maclean and the Hospital's senior management should be ashamed to demand such a serious amount of money of £466m which is expected to rise to £900 million which needs to be borrowed,   WHY?  Jersey's population is much smaller, the hospital offers less specialised services but has no provision for the increasing aging population. I can only think of self-interest or massive incompetency by being ripped off for ridiculous unrealistic planning and wages?
« Last Edit: September 08, 2017, 05:54:12 AM by gladiator »

Offline boatyboy

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Re: Jersey General Hospital
« Reply #222 on: September 09, 2017, 09:09:15 PM »

The factual examples given in the post above are all rubbish. They don't exist and readers should completely ignore them, then they to will join the stupid club of States members who are willing to pass the proposition putting future generations of islanders into debt when there are few figures and no business plan, just the start of a mess like the Innovation Fund but of nuclear proportions with the amount of public money involved.

Try going to your bank manager for a loan or mortgage without detailed costings of spending and earnings ? 

All because of an unproven need for a brand new building that makes no proper breakdown of costs ( except the purchase of privately owned hotels and demolishen are not included ) however £94 million as a contingency fund ( for what ) and how will the £466 million be spent ?

At this time the hospital, unlike it's UK counterparts has not put into the public domain an open and transparent document. What the population of Jersey are now told is that there are long waiting lists to see a consultant, almost a year in some cases. What we are told is that there is a drastic shortage of nurses and other clinicians. What we are told is that charges for health treatment are being considered. What we are not told is how many hours ( in the real world ) consultants are working on private patients, while leaving the public patients ( who's taxes pay consultants basic wages ) in pain. What we are not told is why the health service is lacking in so many areas in what is supposed to be a wealthy island.

Passing this hospital funding without a master detailed plan, fully costed and in the public domain, is tantamount to incompetence or far worse in public office.

Of course the examples Gladiator gives are real, they are there for all who have the internet to see ! I have just read them. Why don't States members ?