hcsa issue#80 march 14

the hospital consultant and spec ial i st

FRANCIS John Schofield onwhat’s changed in the last year?

March 2014views | people | contactsbi-monthly journal of the Hospital Consultants and Specialists Association

NewsNew Regional Officers3 Who cares?

Malcolm Morrison on NHS managerial culture7 USA & EU

Trade deal threat toNHS8

Caesarean section, at South Warwickshire General Hospital © Paul Box reportdigital.co.uk

CEO’s notes

2 | t h e h o s p i t a l c o n s u l t a n t & s p e c i a l i s t

the hospitalconsultant

and spec ial i stbi monthly magazine ofthe Hospital Consultants and Specialists Association

Editorial: Eddie Saville Nick Wright

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We started the year with thoughts about the consultants' contractnegotiations. Although not directly engaged in the negotiations wewill ensure we make the HCSA members’ views known. We willupdate you from time to time in 2014 but it will be your views thatwill drive our position.

The issue of a seven day service is continually in the spotlight. Werecognise the need for seven day services, but there is no one-size-fits-all solution. We want to work with employers at national level,and in particular, at local level in order to arrive, as we have doneso successfully in the past, at an agreed solution.

We reported a few months ago on plans to strengthen our fieldofficer staff to enable HCSA to strengthen support for members inthe workplace and build our growing number of hospitalrepresentatives. I am delighted to report that we have concludedthis process and now have two new regional officers in place. Youcan find out more about them in this issue. They will strengthenour team on the ground. This sends a clear signal that the HCSA iscommitted to engagment with members, support members andsee our Association grow and achieve our objectives.

Public sector pensions are never far off the agenda. Consultants'and specialists' contributions are set to rise again this year and wehave been making the case for this to end. I was part of a smallTUC delegation that met with the chief secretary to the Treasury,Danny Alexander, specifically to deal with the future direction ofpublic sector pensions. The valuations of these schemes, theemployers cap and discount rate, feed into the overall assumptionsfor the future growth in earnings and prices to be used byschemes. These issues could have a major impact on the NHSpension scheme now and in the future. The HCSA will continue tobe part of the negotiations and the consultation process and putour members' views forward.

After many months of deliberation the HCSA is creating a newand different look. We are launching a new website along with anew branding that is to create a better experience for ourmembers and attract those thousands of consultants and specialistswho have yet to join HCSA. You can see more of the new andmodern look in this month's issue. There is no doubt now that theHCSA is the place to be for consultants and specialists – morestaff to give support, a new and exciting website in developmentand the drive to promote our members and the profession. Tell your colleagues about the association.

Eddie Saville

2 CEO’s Notes

3 News New regional officersBack to the future

4 John SchofieldFrancis - what’s changed in the last year?

5 NewsSocial Partnership Forum

6 Working timeSeven days policy and position

7 Malcolm Morrison Who cares? Malcolm Morrison on NHSmanagerial culture

8 Updates Trade deal lobby

9 NoticesAGM NominationsNew look HCSAMore members

11 Join HCSA

12 Direct Debit

Call for contributionsIf you’d like to submit an article orsuggestion for the Newsletter, we’d love tohear from you. Please get in touch [email protected].

contents

news

t h e h o s p i t a l c o n s u l t a n t & s p e c i a l i s t | 3

Rob Quick comes toHCSA from BartsHealth NHS Trust,the biggest healthtrust in the UK,where he has beenworking as interimhead of human

resources. His career so far has givenhim an in-depth knowledge of theNHS, the trade union movement anda wealth of HR experience.

Rob trained as a nurse in Merseyside andbecame one of the youngest trade unionofficials working for healthcare unionCOHSE in the 1970’s and 80’s. As a seniorofficial with public sector union UNISONRob gained significant experience supportingprofessional healthcare staff. Working withthe UNISON international department heled work on the medical aid for Cubacampaign and worked to support new healthunions in Bulgaria and Romania.

When Rob left union work in 1999 heworked in trade union education, lectured inHR, and led a trade union literacy project inSouth Africa in 2001 as well as a uniondevelopment project in Bulgaria.

Rob returned to the NHS working forWest Yorkshire Strategic Health Authorityleading workforce education programmesand became deputy regional director for thenewly created NHS University in Yorkshire

Back to the Future

and Humber. He then was appointeddeputy director of HR & OD at BarnsleyHospital NHS Foundation Trust in 2005 andthen in 2009 associate director of HR atRotherham NHS Foundation Trust.

Never leaving his trade union roots, Robhas been actively involved in the senior NHSmanagers union, Managers in Partnership(MIP), as a long standing member of itsnational committee and recently steppeddown as national vice-chair.

Rob is a Chartered Fellow of theChartered Institute of Personnel andDevelopment and holds a Master’s Degree inHuman Resource Management. His recentexperience in NHS HR has involved significantwork with clinical colleagues on the Consultantcontract and Specialty & Associate Specialistcontracts, Maintaining High ProfessionalStandards and Clinical Excellence Awards.

Rob says “I am really looking forward toworking with the union to build itsmembership, profile and supporting membersfaced with some of the biggest challengesfacing the NHS.”

Emma Championcomes to HCSA withover twenty yearsexperience as a tradeunion representative.Having operated atall levels within theunion – from starting

out as a union representative to beingbranch secretary responsible for over2500 members. During her career shehas managed teams of volunteers andpaid employees, locally, regionally andas a delegate at national level.

Emma’s passion has always been representingher members’ best interests and she stronglybelieves in the right of members to berepresented in all aspects of theiremployment. This is born out in her work asan employee side employment tribunalmember in Central London where Emmahas gained significant experience of hearingcases covering unfair dismissal and all aspectsof discrimination.

Emma told us “I am thrilled to have beenasked to join the HCSA, I cannot wait to getstarted, and I look forward to meetingmembers over the coming months."

Shortly before Christmas I had theunique opportunity to spend timewith three of the HCSA pastpresidents: Dr Alan Shrank, DrNorman Simmons and Sir StanleySimmons. Joining us was PhillipDurrance, our lawyer who had workedwith these presidents through many along night back when they were inoffice reports Eddie Saville.

I was especially pleased when all threepresidents arrived with a thick sheaf ofdocuments, for copying and safekeeping inthe HCSA archives. We’ll be sharing some ofthose documents with you on the websiteover the next few months. Some of thediscussions between the HCSA andgovernment are particularly interesting!

It was great to spend time finding outabout the HCSA’s history and hear anecdotalstories of how the union mobilised andstood together over 30 years ago. Of course,nothing really changes – problems remainthe same and we try to learn from thelessons of the past.

If you’d like to find out more about theHCSA’s history, do check out the newwebsite when it goes live..

Welcome to our new regional officersEmma Champion and Rob Quick

Francis Report


publish real-time and accurate informationabout the performance of their consultantand specialist teams and the difficultiesentailed in this was discussed in our July issue.Whilst there is broad agreement on theprinciple of publishing data, there remainissues with the reliability of data and howbest to help patients understand it in orderto make informed choices.

Mr Michael Kelly, HCSA Trusteesuggested: “the way to fix these disparities [inthe case of surgeons] is for all surgeons to begiven access to their

Francis - what’s changed in the last year?

In the introduction to the NuffieldTrust’s, The Francis Report: oneyear on*, Robert Francis capturesthe complexity of the situation andgoes some way to acknowledgingthat the vast majority of medicalpractitioners always seek to puttheir patients first:

“The finding of good practice in some parts of ahospital is no guarantee that all is welleverywhere. The vast majority of front-line staff,who are consistently hard-working, conscientiousand compassionate, have to understand thatcriticism of poor and unacceptable practice isnot aimed at them but is part of a struggle tosupport everything they stand for.”

Whilst welcome, these remarks havebeen and will continue to be overshadowedby the difficult press over the last year, whichhas portrayed healthcare staff in a verynegative light, with attention given to theactions of a few rather than the efforts ofthe majority. That said, the words of oneconsultant quoted in the Nuffield Trustpublication give pause for thought:

“I could recognise the issues highlighted in theFrancis Report. It’s just that we hadn’t been picked

on.” (Consultant, case study respondent). Withthese words in mind, let’s take a look atwhat’s happened over the last year and ask ifthings are improving…

The Francis Report was the first of a seriesof reviews which looked into specific aspectsof the NHS, and over the course of 2013 anumber of reports were published, eachreport with its own recommendations. Theseincluded the Keogh Mortality Review; BerwickPatient Safety Review; Clwyd/Hart Review ofNHS Hospital Complaints; NHSConfederation Bureaucracy and RegulatoryReview and the Nuffield Trust Ratings Review.

These centrally driven reports highlightedissues that we all felt bound to change,whether to increase patient safety, givepatients a better experience or preventneedless deaths. The pivotal question is justhow empowered are consultants andspecialists when it comes to introducing andimplementing the changes necessary to meetthe recommendations of these reports?

Better quality information has beencontinually cited as a key factor in deliveringchange, permitting patients to makeinformed choices about their own care. Therequirement for providers to collect and

By HCSA President John Schofield In the last edition I reflected on 2013 and its challenges. As consultants and specialists, manyof us were shocked by the findings of the Francis report and struggled to equate these withour own experiences. Unfortunately this was not the case for all our members – some ofwhom have been striving for change within their own organisations and trying to maintainhigh standards of care in a difficult climate.

Credit: Wikipedia Commons

news


own data which they will be expected to checkboth contemporaneously and then annuallybefore it is uploaded to the system.”

It’s great to see that this is happening insome areas, such as Leicester, but there are stillmany places where senior doctors are notempowered to do this, and where theinformation supplied to patients may hinderrather than help their decision making process.

Similarly, there appears to have beensome improvement in other areas – such asthat of involving clinicians in managementissues. Francis recognised that in MidStaffordshire consultants were not activelyengaged in management and that there wasno joint effort to ensure quality care at everylevel. The Nuffield Trust report givesevidence of improvement in its recent surveyresults:

“We’ve moved from a situation where it wasdifficult to get clinicians in leaderships jobs tonow, they’re oversubscribed. You know, we havethree or four applicants per place for, say, anassociate medical director or a clinical director,which is a good indicator of that sort of absolutecritical ingredients in trusts, which is no gapbetween… you know, chasm between theclinical group leadership and the managerialleadership.” (Chair, case study respondent)

Often mentioned over the last year is theNHS culture – an environment where thepressure to balance saving money with savinglives is high. Senior doctors are charged withsetting the bar for the rest of the medicalteam, and the pressure to meet the evermore demanding targets which the FrancisReport and its follow up recommendationshave set is immense.

Our experience at HCSA is that culturalchange is patchy and this is where I feel weneed to make progress. Whilst there is top-down support for those who stand up and

Through the Social PartnershipForum (SPF), employers and NHStrade unions work in partnershipwith the Department of Health,NHS England and Health EducationEngland on the development andimplementation of policies thatimpact on the health workforce.

In response to the Francis InquirySPF has six key messages, developedby partners to support the rightvalues, culture and workingenvironment in the NHS to addresssome of the issues raised:

1 Engage staff and deliver good peoplemanagement

2 Enshrine standards that build on the NHSConstitution

3 Obtain staff feedback regularly and usethis to gauge the quality of care andemployment in an organisation

4 Safe staffing levels set by using evidencebased tools and sound professionaljudgement

5 Strong and effective partnership workingat a national, regional and local level

6 Support trade union representatives inhelping to establish a positive workingenvironment.

● For more information on the work of the Social Partnership Forum go towww.socialpartnershipforum.org

SocialPartnershipForum – what’sit all about?

speak out for patient care, we are stillreceiving regular reports of bullying andharassment at a local level, especially directedat those who are speaking out. For somemembers of HCSA the culture is not one ofunity but one of division, and in some cases,fear. This has to change.

Whatever the last year has brought you,whether good or bad, working together asHCSA members can make every one of usstronger. There is strength in numbers andtogether with our regional officers we reallycan make a difference in our own workplace,and the NHS as a whole. We’re here to help,so please get it touch with us if you needsupport in these changing times.

● The Francis Report: one year on,February 2014, Ruth Thorlby, JudithSmith, Sally Williams and Mark Dayan:http://www.nuffieldtrust.org.uk/sites/files/nuffield/publication/140206_the_francis_inquiry.pdf


Working Time

● provide time off in lieu to guarantee theprotection of the health and wellbeing ofthe doctors concerned.

Our membership surveys have found thatour members hold the above principles tobe very important.

Needs and opportunities Whilst fresh patterns of working by seniormedical staff would reduce the additionalmanpower required to support 7 dayprovision of service by hospitals, extramedical staff will still be needed and this willin turn increase the salary costs. It is vital thatthis is properly recognised and deliveredfrom the outset.

The HCSA recognises that fresh patternsof working present opportunities for parttime and shift working, which can beattractive to some existing hospital doctorsand those appointed in the future.

There are already some opportunities forinnovation with existing levels of medicalstaff, which can bring fresh workingarrangements into play now, deliveringbenefits and with adherence to the principlesand safeguards mentioned earlier.

Where existing numbers of consultantsand specialists in a department are adequate,the introduction of fresh patterns of workingover 7 days can be achieved by animaginative application of compensatory restand innovative work patterning.

This can eliminate the need for additionalhours of work by members of the team andcontain the impact of additional resourcing.This outcome was achieved by the RadiologyDepartment at the Worcestershire AcuteHospitals Trust, which sought HCSA adviceon the best way to approach such a change.

Consultant Contract is not animpediment to fresh working patterns. Theexisting contractual provisions are not anobstruction to the introduction of therecommendations which have been putforward to address the disadvantage topatients admitted at weekends and evenings.

Consultant and SAS doctors are already ‘oncall’ and available at these times. Nor are thecontractual provisions an obstacle toconsultants and specialists working as normalover 7 days. Numerous examples exist ofincreased consultant presence beingintroduced successfully within the framework of the existing contractual provisions.The example of Radiology in Worcesternoted above is but one of these.

● To find out more about the HCSAposition on working over 7 days, withreference to key research papers andcurrent Royal College publications pleaseget in touch via [email protected].

There is already an establishedconsensus in a number of specialtiesthat the presence in hospital ofconsultant/SAS medical staff duringout of hours/ extended day periods isessential to provide good qualitymedical care. Some hospitaldepartments already haveconsultant and senior doctorspresent during on call periods, forexample, Radiology, Paediatrics andPaediatric Surgery.

There are other specialties which regularlysee consultants undertaking weekend wardrounds and operating lists when they are oncall at weekends.

For many hospital doctors, working over7 days for some part of their rosteredworking lives is not uncommon.

The HCSA supports the aims of 7 dayservices for patients, but this must beachieved by properly planned change andadequately resourced developments inmedical staffing, working patterns and clinicalfacilities.

It must be ensured that the increase in‘consultant presence’ as recommended bythe Royal College of Physicians and others,which is intended to adequately treat acuteemergencies, does not simply drift intoundertaking additional routine clinics atweekends etc.

Principles and safeguards The policy of the HCSA towards thesechanges in working arrangements issupportive where the work arrangementsare balanced and:

● are agreed by all the doctors involved ● do not demand long periods of

continuous working ● maintain adequate rest periods ● do not compromise opportunities for

family friendly work patterns/work lifebalance

Seven days policy and positionIt is the HCSA’s policy to encourage and work with any properly focussedinitiatives to eliminate the variation in survival rates and wellbeing whichhas been shown to exist for acute and emergency hospital admissions inthe evenings and at weekends.


consultant who cares

It depends how it is punctuated! 'A consultant who cares' or ‘a consultant – who cares?'

When we are a patient, we want ‘aconsultant who cares’; and most consultantsdo care about their patients. However,some politicians and some sections of thepress, portray consultants as lazy, layaboutsmore concerned about their golf handicapsthan their patients' wellbeing. The suggestionis that we are self-centred and moreinterested in our personal status than thestate of the patient.

Hence the bright idea (sorry, initiative)that all NHS procedures and systems mustbe 'patient-centred'. Perhaps they fail torealise that medicine has been around formany more years than the NHS and stillexists outside the NHS; that one of thefounding principles of the profession hasalways been (since the Hippocratic Oath)that ‘the interests of the patient areparamount’ – and must be put ahead of allother considerations, including the interestsof the practitioner.

Politicians and their bureaucratic andmanagerial underlings have set targets forthe way we treat not their patients but ours.Targets that demand quantity of throughputrather than quality – though they preachquality as well. In effect they want mass-produced medicine at minimal price whilstexpecting perfect, personalised ‘patient-centred’ care for each individual patient. It isas though they could expect mass-producedRolls Royces at Ford prices! They do notappear to realise that their policies,protocols, initiatives and targets make itmore difficult, if not impossible, forconsultants and other professionals todeliver professional standards of care topatients!

Doctors have a dilemma. Should we obeyour ‘employers’? Or abide by ourprofessional principles? Our professional dutyis to care for the individual patient. It is theSecretary of State’s duty to provide a healthservice for the public.

However, when people are not patients, dothey really care about consultants? I suspectthat, if the plight of consultants were to comeup in casual conversation, many wouldrespond with 'A consultant – who cares?'

specialists were employed on a salaried basisto work in local authority hospitals. But mostconsultants gave their services to thevoluntary hospitals – for which they werepaid a small honorarium whilst expected tomake their living from their private patients.Come the NHS, all hospital doctors, includingconsultants, became salaried employees andGPs became independent practitioners.

As government, via the Department ofHealth, had need to discuss matters with the

But, of course, doctors of all varietieshave always had problems and a need todiscuss these with colleagues – hence thecreation of professional associations – longbefore the NHS was conceived in the mindof Nye Bevan. Most towns and cities hadtheir own medical societies, one of theoldest, The Medical Society of London, is stillgoing strong.

With the advent of the NHS, the‘position’ of doctors changed. Prior to theNHS, all doctors including consultants wereprivate practitioners; they charged fees toindividual patients for services rendered. It istrue that some GPs had panel patients –workers for whom they were paid acapitation fee by the State and a few

A consultant who caresMalcolm Morrison reflects on the dilemmas produced by the managerial culture of the NHS

Hippocrates, Engraving by Peter Paul Rubens, 1638.

Continued on Page 8...

transatlantic

The result of the campaigning is that theEU Trade Commissioner, Karel De Gucht,has written to trade ministers in the 28member states announcing a publicconsultation on the ISDS section of thetreaty. This will give the public anopportunity to have its say on this elementof the treaty before the Commissionerreports back to the Council.

It is now necessary to keep up thepressure and submit our own arguments tothe consultation whilst continuing tocampaign publicly and lobby for a trade dealthat is in the interests of the workers, ratherthan global corporations.

Trade deal lobby

This means that a futuregovernment that wished to endcompetition in the NHS – or a CCGthat wanted to return anoutsourced service to an NHSprovider could face massivecompensation claims (as detailed inour September issue).

Campaign groups including the TUC havewarned that the treaty’s provisions will havefar-reaching consequences such as limitingthe UK’s ability to guarantee a publicly runNHS, and asked for the exclusion of ISDSmechanisms from the TTIP.

In our September issue we reported on the EU-USTransatlantic Trade and Investment Partnership (TTIP). One of the issues of concern in our report was that of the Investor-State Dispute Settlement (ISDS), whichgives companies the right to sue a government thatacts in a way that could damage their profits.


undermined by both the NHS and theprivate insurers. The patient must trustthe doctor’s integrity – to behaveprofessionally and to protect theirconfidentiality; and to offer theirprofessional advice untarnished by anypolitical or financial agendas. We lose thistrust at our peril. It is vital that we areseen to uphold our professional standards;and we must be seen to stand up andspeak out on behalf of our patients – toensure that they can get the best possiblecare for them, as individuals.

If we are to do this, we need to protectour professional status; so, in today’s world,we need a trade union to protect ourinterests. But protecting our interests hasto mean more than just pay and pensions;it has to mean protecting consultants frombeing cajoled, coerced or compelled to doas they are told by lay employers ratherthan obey their professional consciences.

This, with your help, the HCSA can dofor you. But we must all be prepared tostand together to protect the principles ofour profession.

● Malcolm Morrison is an HCSA Fellow.

profession, it naturally turned to the BMA asthe largest professional association because itcould 'speak for’ all doctors.

However, it was not long before therewere specific issues over pay, and terms andconditions of service. It was to meet theirdifferent and particular needs that hospitaldoctors, both consultants and juniors, inparticular those working in provincialhospitals, felt that their voices needed to beheard more strongly. And so the HCSA wasborn – originally as the Regional Hospital andSpecialists Association. Later, the regionalpart of the title was dropped because someLondon consultants wanted to join as they,too, felt unrepresented.

Talks between the DoH and theprofession focussed on matters which weretraditionally the role of the unions and, in thecontext of new employment laws and agrowing national role for the trade unionmovement, both the BMA and the HCSAadded trade union functions to their roles.

Today, more than ever, there is a need for‘consultants who care’; but there is also aneed for someone to ‘care for consultants’.Our professional standards and status areunder attack – so we need professional

associations other than the specialist colleges,who are prohibited by their charters frombeing political, to speak out on our behalf.

The whole practice of medicine is built onthe trust that must exist between doctorand patient – a trust which is being

A consultant who cares continued...


notices

More members,more influence

The 2014 annual general meetingof the Association will be held at3.00pm on Friday 25 April 2014 atthe Menzies BirminghamStrathallan Hotel, 225 HagleyRoad, Edgbaston, Birmingham,B16 9RY.

The agenda will include:

● Apologies for absence.● To receive report from the HCSA

President, Dr. John Schofield, MB BSFRCPath

● Minutes of the AGM held on April26th 2013.

● Matters arising therefrom.● To receive report from the Honorary

Treasurer, Dr. Mukhlis Madlom,FRCPCH FRCP and to approve auditedaccounts.

● To appoint Auditors for 2014 – 2015.● Election of National Officers.● Any other business.

January was a good month formember recruitment, and with ourtwo new Regional Officers, we arenow in an even better position toincrease our numbers further.

In December our President, John Schofield,asked each of us to recruit one newmember, with that in mind we thought we’doutline the benefits of membership – andhopefully make the task easier!

HCSA membership will give you:● Direct access to employment advice &

support both online and offline● Negotiation & representation when

appropriate● Access to reference information

and topics ● Participation in a union which can

influence current issues, campaign andnegotiate on your behalf.

● Free personal injury service (inside and outside of work)

● Free ½ hour legal consultation

Reduced rate legal services:● Conveyancing/Property● Will-writing, tax planning, estates and

trusts● Family and matrimonial legal service

We are the UK’s only professional associationand trade union dedicated solely to seniorhospital doctors.

AnnualGeneralMeeting

New look HCSA!

At the same time as thenew website goes live youwill also see that ourbranding is changing, witha new logo and a fresh newfeel.

We hope that you’ll enjoy thenew look and that the site willprovide a space for you to getmore involved with what HCSAis doing – from campaigning tokeeping up to date withemployment issues and topics.You’ll be able to update yourprofile, comment on blogs, takepart in surveys and, of course, askquestions through the new site.

Please log on and let us knowwhat you think.

Log on to www.hcsa.com in April and you will find thewebsite has a new look and feel, as well as some great newfeatures designed to keep you up to date with the latestnews and views from HCSA.

As detailed in our Decemberedition, nominations for theExecutive Committee of HCSAmust be received by 12 March 2014.

● For more information go tohttp://www.hcsa.com/secure/member_news.php or contact central office.

Last Chance forNominations


Executive Committee

President Dr. John Schofield Chairman of Executive Professor Ross WelchImmediate Past President Dr. Umesh UdeshiHonorary Treasurer Dr. Mukhlis MadlomHonorary Secretary Mr. Gervase DawidekHonorary Secretary Dr. Bernhard HeidemannHonorary Secretary Dr. Claudia PaoloniChairman – Ed & Stan S-C Prof. Amr MohsenIndependent Healthcare Mr. Christopher Khoo

Education & Standards Sub-CommitteeActing Chairman Dr. Bernhard HeidemannDr. Mukhlis Madlom Dr. C MorganMr. Olanrewaju Sorinola Dr. Bernhard Heidemann Dr. Umesh Udeshi Dr. Bernard ChangDr. Hiten Mehta Mr. Christopher WelchDr. T Goodfellow Dr. S Ariyanayagam

Finance Sub-CommitteeChairman Dr. M.M. MadlomMr. M.J. Kelly [Trustee] Dr. U. UdeshiMr. R.M.D. Tranter [Trustee] Dr. J. SchofieldDr. R. Loveday [Trustee] Professor R. WelchDr B. Heidemann

HCSA Officers and StaffGeneral Secretary/Chief Executive Mr. Eddie Saville [email protected] Manager, Northern Region Mr. Joe Chattin [email protected] Officer, South Mrs. Emma Champion [email protected] Officer, North Mr. Rob Quick [email protected] Manager Mrs. Sharon George [email protected], Advisory Service Mr. Ian Smith [email protected] Secretary Mrs. Brenda Loosley [email protected] Regional Officer Mrs. Annette Mansell-Green [email protected] Services Adviser Mrs. Gail Savage [email protected] of Communications and Web ServicesMrs. Jenifer Davis [email protected] Mrs. Edidta Bom [email protected]

Office Telephone: 01256 771777 Facsimile: 01256 770999E-mail: [email protected]

North East Area Dr. Olamide Olukoga, FFARCSI [email protected]

North West AreaDr. Magdy Y. Aglan, FFARCSI FRCA [email protected]. Syed V. Ahmed, FRCP [email protected]. Ahmed Sadiq, MRCOphth FRCS [email protected]. Augustine T-M. Tang, FRCS [email protected] - Mr. Shuaib M. Chaudhary, FRCOphth FRCS [email protected]

Yorkshire and The Humber Area Dr. Mukhlis Madlom, FRCPCH FRCP [email protected] Professor Amr Mohsen, FRCS(T&O) PhD [email protected] Mr. Peter Moore, MD FRCS [email protected] Dr John West [email protected]

East Midlands AreaDr. Cindy Horst, MB ChB DA FRCA [email protected]. Mujahid Kamal, MRCP FRCR [email protected]

West Midlands Area Dr. A.R. Markos, FRCOG FRCP [email protected]. Pijush Ray, FRCP [email protected]. Olanrewaju Sorinola, FRCOG [email protected]. Umesh Udeshi, FRCR [email protected]

East of England Area Mr. Rotimi Jaiyesimi, FRCOG LL.M (Medical Law) [email protected]. Andrew Murray, FRCS [email protected]

London AreaMr. Gervase Dawidek, FRCS FRCOphth [email protected]. Andrew Ezsias, FDS RCS FRCS [email protected]

South East Coast Area Dr. Paul Donaldson, FRCPath [email protected]. Ayman Fouad, MB BCh MSc MD MRCOG [email protected]. John Schofield, FRCPath [email protected]. Sriramulu Tharakaram, FRCP [email protected]

South Central Area Mr. Callum Clark, FRCS(Tr&Orth) [email protected]. Paul A. Johnson, FRCS, FDSRCS [email protected]. Christopher Khoo, FRCS [email protected] Dr. Sucheta Iyengar, MRCOG [email protected]

South West Area Dr. Claudia C.E. Paoloni, FRCA [email protected] Michael Y.K. Wee, FRCA [email protected] Ross Welch, FRCOG [email protected]. Subramanian Narayanan, MRCOG [email protected]

Wales Mr. Simon Hodder, FDS FRCS [email protected]

Scotland Dr. Bernhard Heidemann, FRCA [email protected]. Sean Laverick, FDS FRCS [email protected] - Dr. David Watson, FRCA, DipHIC [email protected] [email protected]

Northern Ireland Dr. William Loan, FRCS FRCR [email protected]

Specialist Registrar National Representative Vacancy

Non-Consultant Career Grade National Representative Mr Anthony Victor Babu Bathula, MS; DNB; FRCS; Dip Lap Surg; MBA (Health Executive) [email protected]

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