New Deputy COO joins our Trust ****
Old TSSer rejoins our trust F***!
Our new Deputy Chief Operating Officer has spoken of her excitement at returning to the Trust and playing a key role in supporting staff to ensure our new Care Groups are a success.
Our new Deputy Chief Operating Officer has spoken of her excitement at returning to the Trust and the clique of incompetent managers which has failed three CQC inspections and her hopes of playing a key role in supporting proven management failures to ensure they too receive nice new job titles and pay rises in spite of NSFT being put into Special Measures twice, where it remains.
Amy Eagle will begin her new role on 5 August, and will work closely alongside our Chief Operating Officer Stuart Richardson. She joins NSFT from the Norfolk and Norwich University Hospital (NNUH) where she has worked since 2015, firstly as Divisional Director for Women and Children’s and more recently in the same role within the Medicine Division.
Ignoring the feelings of those who experienced the destruction she wrought at NSFT, and having returned from expensive holidays over the summer with some of her mates from NSFT, Amy will begin her new role on 5 August, and will work closely alongside our Chief Operating Officer Stuart Richardson, who has already wasted millions of pounds and created similar chaos, confusion and collapsed staff morale in the bullied CRHT and bed management in his first year at NSFT. They are a natural team. Amy joins NSFT from the N&N where she has worked since late 2015 and which was placed into Special Measures in 2018 after it failed a full inspection by the Care Quality Commission (CQC) which raised concerns about the response to whistleblowers and a ‘bullying culture’ with ‘staff fearing reprisals if they raised concerns.’ When Amy left the N&N, her area was rated ‘Requires Improvement’ for ‘Well-led’ by CQC, which is where it was when she joined. Amy belongs at NSFT.
Amy is no stranger to NSFT, having worked at our Trust and its predecessor organisations for 15 years from 2000 onwards, fulfilling a variety of managerial roles.
Amy is no stranger to NSFT, having worked at our Trust and its predecessor organisations for 15 years from 2000 onwards, but we’re not going to say anything about that as it involved the closure of assertive outreach and homeless teams, forty per cent cuts to adult community services, the repeated dismissal of the safety concerns of professionals and stakeholders, untrue promises of better services to service users, a reticence to tell people who relied on services that they were being closed, redundancies of front line staff during a recruitment crisis wasting millions of pounds, downbanding of front line staff supposedly on the basis of fifteen minute interviews, the closure of the Norwich base for community services and the placing of front line staff on a Wymondham business park with no facilities whatsoever to see patients, which when combined resulted in the doubling of the number of unexpected deaths of NSFT patients, CQC failure and becoming the first mental health trust ever put into Special Measures. But we won’t say anything about that because otherwise people might make links to the appalling deaths like that of Norwich resident Neil Jewell and think that it is disgraceful for NSFT to re-employ Amy Eagle on a massive salary.
“I’m really excited to be coming back to NSFT, and am looking forward to meeting new people and reconnecting with the amazing staff with whom I have worked with [sic] previously,” said Amy, who qualified as a mental health nurse in 1996.
“I’m really excited to be coming back to NSFT with my salary doubled, and am looking forward to meeting new people and reconnecting with the amazing managers with whom I have dunked biscuits with [sic] previously. I’m not going to worry about the ‘dead wood‘” said Amy, who qualified as a mental health nurse more than two decades ago but who hasn’t been a front line nurse for years.
“I have come back because I wanted to be part of the changes taking place at the Trust. I listened to Stuart, Diane and Marie and found what they had to say exciting. I am a values-driven person and their words really resonated with me – I wanted to be a part of it.”
“I have come back because I wanted to be back with my mates on more money at the Trust. I listened to Stuart, Diane and Marie and found that despite our being on first name terms they knew nothing of my track record and I found that exciting. I am a value-driven person and the salary really resonated with me – I wanted all of it – and I told my bestie who is the Head of HR at NSFT.”
Amy plans to use the experience she gained at NNUH, where operational managers work closely in a trio alongside a nurse and a doctor, to help our new clinical model of care to become established.
Amy claimed that the radical redesign was clinically-led but plans to ignore the CQC’s findings of poor care, bullying and poor treatment of whistleblowers at the N&N and pretend everything is better there and nothing much happened when she was at NSFT. Clinically-led means clinicians are in charge, but our new so-called clinical model of care ensures it can’t happen.
She hopes to use the networks she developed while at the hospital to further improve the way our trust and its partners work together for the benefit of service users and carers.
She hopes to use her time in endless meetings while at the hospital to further improve the way her career and her bank balance work together for the benefit of better long haul trips.
“I am very passionate about the need for clinically-led services and absolutely believe in this model of care,” added Amy, who was also mental health lead at NNUH. “I want to bring that experience to NSFT as we develop the new Care Groups to make sure they are working well for our service users, carers and staff. We also need to really start engaging with our colleagues to help them realise that they are leaders, as well as clinicians.
“I know I said exactly this during the radical redesign, but I am very passionate about the need to pretend we have clinically-led services and absolutely believe in this model of care which delivers that illusion,” added Amy, who was also mental health lead at NNUH, where liaison services have been terrible and which NNUH refused to fund for years unlike neighbouring hospital trusts. “I want to bring that experience to NSFT as we develop the new Squares of Care to make sure they are working well for our managers, commmissioners and friends. We also need to really start patronising our front line colleagues to help them realise that Doublespeak is okay, that if managers in charge tell clinicians they are in charge, they are, even when it is obvious they are not. Just as we did during the radical redesign.”
“I’ll be spending my first few weeks getting out and about to meet colleagues and visit different services. Because of my experience at the NNUH, I am also keen to continue building strong relationships across the system and working even more closely with our acute and community colleagues to further improve patient care.
“As an expensive and superfluous layer of management, I’ll be spending my first few weeks getting out and about on a pretentious ‘royal progress’ to stop front line staff working and daring them to say something about my re-employment to my face now that I’m the new boss. Because of my experience at the NNUH, I am also keen to continue building strong future employment relationships across the failed Norfolk NHS ‘system’ and working even more closely with our acute and community colleagues to further improve my chances of further career and salary progression.
“Through adopting this joined-up approach which considers the whole person, I really believe we can make positive changes to both the physical and mental health of people in Norfolk and Suffolk.”
“Through adopting this joined-up buzzword bingo approach which considers the whole of me, I really believe we can make positive changes to both the physical and mental wealth of NHS bureaucrats in Norfolk and Suffolk.”