HCSA News 64 by HCSA

HCSA News April 2012 Issue 64

Your Pensions -

We launch an Independent Poll of Members

Report on Social partnership NHS Staff Survey The lessons of job planning news | views | people | contacts

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HCSA News

Contact Editorial: Michael Barratt Eddie Saville Ian Smith Joe Chattin Annette Mansell-Green Steve George Design - David Woods

This Issue Thanks for the memories

HCSA Update New Poll on Pensions 3

Tel: 01256 771777 e-mail: hcsanews@hcsa.com www.hcsa.com

HCSA News HCSA around the table 4-5 Job Planning - Lessons Learned 6 NHS Staff Survey disappoints 7 New NHS Constitution 8 Helping Members - A Case Study 9 Contact HCSA Contact Details 10

Cover: Shutterstock.com Published By: I.O Design Ltd www.iodesign.co.uk on behalf of the HCSA Any opinions and views expressed in this publication are not necessarily those of the Editor, Publisher, Sponsors or Advertisers of HCSA News. Where links take you to other sites, the Editor, Publisher and Webmaster cannot be held responsible for the content of those sites. HCSA Logo, HCSA News and related devices are protected by registered copyright. ©2012 All Rights Reserved. Hospital Consultants & Specialists Association No reproduction of any material is permitted without express permission of the respective owners.

Thanks for the memories Retiring Chief Executive Stephen Campion says goodbye I joined the HCSA some 12 years ago having for many years been a senior manager in the NHS. In that time I have been privileged to work with, and represent, countless senior hospital doctors who have faced prejudice, injustice, and unfairness. Many have faced disciplinary proceedings on quite spurious grounds, others have faced formal investigations into matters that have been shown to be without any foundation. Some have been subject to blatant breaches of contract, or have been victim of unlawful deduction of wages. One or two might, however, also have received advice from me that they did not want to hear! The issues that brought me into daily contact with members have been wide and varied. No two cases are the same. But the common factor is that when a senior hospital doctor is faced by such issues the impact can be enormously stressful. The HCSA “bread and butter” is to help the member through these difficult times and reduce

the burden on their shoulders. A positive result is enormously satisfying – both for the members concerned and the HCSA representing them. One such case involved an SpR who experienced a dreadful time of bullying, harassment and discrimination. It came close to ruining his career. The case is unusual because we never actually met, but nevertheless remains amongst my most memorable. We were in contact over a number of years. We spoke regularly and e-mailed frequently. I was with him all the way. No-one was happier than I when he asked me to go through the terms and conditions of his first consultant employment contract! As Chief Executive, I have been privileged to serve five Presidents of the HCSA, who together with Council and Executive members have contributed so much to the growth and development of the Association. I pay tribute to them and the team I leave behind. The staff of the HCSA was not “my” team but yours. Many of you will have seen for yourselves just how professional they all are. Believe me I agree! So, to all members of the HCSA, its officers, staff, my successor and the many friends I leave behind, thank you for making the past 12 years so rewarding. I wish you all well.

HCSA News Issue No.64 - April 2012

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Members Poll on Pensions HCSA Council met in emergency session on Saturday 31st March to consider its response to the Governments proposed final agreement on the NHS pension scheme. After a full session of detailed debate, discussion and searching questions, Council decided by a unanimous vote to commission an independent poll of members currently working in the NHS on this issue. Other electronic surveys carried out by the HCSA were not well supported by the members and gave Council no clear mandate to go forward. This independent poll we hope will generate widespread membership participation. Members will recall that on the 9th March 2012 the HCSA agreed to take the proposed final agreement on NHS pensions back to Council for consideration. We recognised members were concerned about this issue, therefore Council wanted to act as quickly as possible to determine our next steps. For clarity, though, nothing has been agreed by the HCSA, and will not be until members in the NHS have had their say. These final proposals only apply to England and Wales. In Scotland and Northern Ireland the position is not yet clarified, but the HCSA will be keeping members up to date as events develop. HCSA General Secretary Eddie Saville who currently chairs the NHS pensions staff side, set out for Council the background to these negotiations. The areas where there had been no improvement from Government, those areas where tangible improvements had been achieved, and those areas that are still to be considered in future discussions. Council decided against making any recommendations to the membership as this is a personal choice for each member to make in private. The results of the poll will be considered by the Executive Committee.

However it is only right to say here that the HCSA, like other unions believe the proposed final agreement is the best that can be achieved through negotiation. Our belief is that a long and sustained campaign of industrial action will be needed to bring the Government back to the negotiating table, and members should consider this when filling in their poll form. At the time of writing the timetable is currently being drawn up. You should however receive your poll form in April. HCSA President Umesh Udeshi said the decision to have a poll of this kind was unprecedented and showed how important this issue was to members and how we valued our membersâ&#x20AC;&#x2122; views. However, whatever the outcome of this poll our priority would always be the absolute need to ensure patient care and safety. On a separate note can members please update their contact information, either on line or by contacting the Overton office? Please provide the exact name of your current employer (you may find that it has changed name in the last six months), and the full address of your main workplace. Please also update your current e-mail address and mobile phone number. Please call 01256 771777 or e-mail membership@hcsa.com, or visit our website www.hcsa.com

HCSA News Issue No.64 - April 2012

Eddie Saville

esaville@hcsa.com

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HCSA around the table Along with other NHS trade unions the HCSA has for many years taken its seat at the heart of tri-partite dialogue as a member of the national Social Partnership Forum. General Secretary Eddie Saville writes . . . The Forum was first set up in March 1998 and was refreshed in 2007 with a revised Partnership Agreement. It is recognised in the NHS that active involvement of employees and their trade unions in the decision-making process through positive partnership working can improve care services for patients. In creating a continual dialogue rather than issues being dealt with after they arise, all staff become part of that process, with policy being determined and shaped by the people who would be most affected by it. In February 2012 the Social Partnership Forum readopted the principles set out in the Partnership Agreement. This sets out a framework agreed by the Department of Health, NHS Employers and NHS Trade unions which describes partners’ shared values and principles for effective joint working. It provides a guiding set of principles for the DH, NHS Employers and the Trade unions to work together at national, regional and local level. By adopting the principles set out in the Partnership Agreement all parties agree to recognise and respect each other’s roles and functions which are distinct but complementary.

Photo: Social Partnership Forum

The specific aims of the Social Partnership Forum are to: • Contribute trade union and employer perspectives to the development of policy • Provide constructive comments on emerging policy at a formative stage • Contribute ideas on the workforce implications of developing policy and implementation • Promote effective communications between partners. The HCSA is also committed to adopt the following principles of partnership working: • Build trust and a mutual respect for each other’s roles and responsibilities • Openness, honesty and transparency in communications • Top level commitment • A positive and constructive approach • Commitment to work with and learn from each other • Early discussion of emerging issues and maintaining dialogue on policy and priorities • Commitment to ensuring high quality outcomes • Where appropriate, confidentiality and agreed external positions • Make the best use of resources • Ensure a no surprises culture. To find out more about the Social Partnership Forum visit www.socialpartnershipforum.org

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NEWS ... and our West Midlands meeting

The HCSA sits on the wider group of the national Social Partnership Forum (SPF) and Annette Mansell-Green reports on the West Midlands SPF meeting she attended in March. It was in the context of the National Partnership Agreement published this year that we sought more formal engagement as an important stakeholder at the West Midlands SPF. The meeting proved to be extremely interesting. There was an update on the progress of the Foundation Trust Pipeline across the region and trade unions were informed that a Standard Operating Model was to be published by the DH the following week which aims to ensure consistency of assessment and support across the new clusters. There is on-going consultation around future partnership working in the new Midlands and East Cluster following the dissolution of the current SHAs. There were some good points made in discussion regarding the usefulness of having a wide range of stakeholders present to add value ensuring broad perspective. The Clinical Commissioning Groups configuration for the Midlands and East is almost complete, and the geographical areas have been agreed. Structures should have been agreed by the majority of groups by the end of March. Other items on the agenda were the reorganisation of pathology, agency costs, management of sickness absence and the introduction of Any Qualified Provider. We face very challenging times ahead and the HCSA will be working hard on your behalf to ensure that our voice is heard and our contribution valued.

2012 Annual General Meeting Notice is hereby given that the 2012 Annual General Meeting of the HCSA will be held at: The Nottingham Belfry, Mellorâ&#x20AC;&#x2122;s Way, Off Woodhouse Way, Nottingham, NG8 6PY on Friday 27th April 2012 commencing at 3.00pm. The formal agenda will be posted on the website 14 days prior to the meeting. The meeting is open to all members of the HCSA. The current President, Dr. Umesh Udeshi FRCR, will continue in office for a further year in accordance with the constitution. As is customary the current Chairman of the Executive Committee will be proposed as the President Elect to serve as the President for a three year term commencing at the 2013 AGM. Should any member wish to be nominated for the Presidency they should submit their nomination to the Overton Office who will arrange for a ballot under independent scrutiny, Nominations are to be received at the Overton Office by April 25th 2012

Annette Mansell-Green

amansellgreen@hcsa.com HCSA News Issue No.64 - April 2012

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Job Planning: Lessons Learned HCSA has helped many members over job plans but there is an increasing number of cases which have become the subject of disagreements leading to Mediation and Job Plan Appeals. In this article, Joe Chattin, HCSA Regional Manager, identifies a few lessons from his experiences. Since the early days of the 2003 Contract, Consultants have faced a relentless pursuit by Trust managements of productivity gains. There is nothing inherently wrong with this but the direction this has taken in many cases can lead to disputes and appeals. For some time now, Trusts have tried to eliminate ‘Additional NHS Responsibilities’ and External Duties from Job Plans. Attempts have been made to rebadge routine weekend working e.g. Trauma Lists as ‘predictable’ emergency work in order to avoid the need to obtain voluntary agreement to weekend working. Not surprisingly Consultants find themselves in disagreements with their Clinical Managers over revised job plan proposals. It is regrettable but often true that an increasing number of consultants do not find themselves engaging in a ‘Partnership approach’ to job planning but find themselves in intense negotiation which was never meant to be the format. For many the extent to which Trust management will pursue a fractional reduction in a single PA in the job plan and not the full extent of the work done has been a disappointing trend. Remember also that the job plan is far more than a timetable – it should identify your objectives and crucially the resources you need and are agreed that the employer will provide. It must be clear on any private practice activity. Once signed, the job plan can be used (by either party) as evidence to show where commitments may not have been honoured. There is much guidance on job planning yet there are a number of key lessons which can be drawn from representing doctors in job plan disputes an awareness of which might help Consultants and SAS doctors to meet the challenge of job

planning in tough times and deal with potential and actual points of dispute. So how do you set about job planning? 1. Work diary. It is important to maintain a job plan diary of all the work and activities undertaken. This need not be a continuous diary but should be regularly undertaken to keep a fresh record of actual working. This may seem like a chore but a recent work diary can prove the full extent of the workload and activities required of the job and secure a satisfactory job plan. If the period covered by the diary is challenged then the diary can be repeated. Work activity diaries can be decisive in appeals. 2. Appraisal and PDP evidence. The agreed Appraisal Personal Development Plan (PDP) should inform the SPA and other development activities which go into the Job Plan. It is important that the content of the PDP is considered during the Job Plan discussion so take it along. This will help should there be an argument for adequate SPA time. 3. Test the evidence. Doctors are wise to draw up in advance a test job plan based on the work diary evidence and to seek advice on its validity. In the event of receiving a job plan proposal which does not meet the needs of the actual job this can be submitted as a true picture of the work done. 4. Job Plan meetings. Doctors are entitled to a job plan discussion which is properly conducted and explorative of their activities. They should not accept, nor be expected to accept, proposed revisions to job plans conveyed via the issue of modified job plan proforma’s with no discussion. Job plans should not be imposed. Job Plan discussions conducted in haste because the CD or Doctor has not enough time available usually end in a disagreement over something. Enough time has to be provided. Unless they are follow up discussions Doctors should decline invitations to job planning meetings timed for less than 30 minutes. Job planning discussions must take place between Clinical Managers and Doctors. Whatever the outcome, but particularly where there may be continuing discussion it is important to ensure that decisions are documented.

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5. Disagree when there is disagreement. It is important that all parties to the job plan discussion should know what the points of disagreement are. Whilst these may seem to be clear at the times of the discussion different views of what has and has not been agreed can develop later. It is wise to e-mail the Clinical Director/Lead immediately following the meeting clarifying the areas of disagreement. We have encountered attempts to deny mediation on the claim that the doctor did not sufficiently signal disagreement at the time of the original job plan discussion. 6. Mediation following disagreement. Where disagreement has occurred there should be a prompt move into mediation. Disagreements which have been allowed to drift whilst the CD takes another look at the points of difference can become protracted. By all means allow a chance for the CD to make fresh proposals but if these are delayed it is better that mediation takes place. Doctors should formally write to the Medical Director requesting mediation and should not wait for the CD to do this. The job planning procedures do not normally allow Doctors to have representation during mediation but we have been able to attend as this could be helpful when the disagreement is based on whether or not the Terms of Service allow for a particular matter in the work arrangements of a doctor. In any case it is wise to seek our advice and help with the preparation. 7. If there remains dissatisfaction lodge an appeal. Remaining disagreements need to be solved. Do not be apprehensive about appeals. Do not be tempted by promises that unrecognised workload and underpayment will be dealt with more accurately next time round. Insisting on an appeal can sometimes have a self-correcting effect as better and more accurate proposals are made in order to avoid the appeal. Seek our help and advice early and the case can be fully researched and presented. But above all, remember that at all stages the HCSA is here to help you!

Joe Chattin

NHS Staff Survey: Little improvement on last year The 2011 NHS staff survey involved 366 NHS organisations in England. 250,000 staff were invited to participate using a self-completion postal questionnaire survey method. There were responses from 134,967 NHS staff, a response rate of 54% (54% in 2010). All full-time and part-time staff directly employed by an NHS organisation on September 1st 2011 were eligible. This year, nationally, 13 of 38 key findings have shown worse results compared to 2010, 17 have stayed the same and just 8 have improved. Key areas that have worsened include work pressure felt by staff, job satisfaction and willingness to recommend the NHS as a place to be treated. Those areas that have improved include training in areas of health and safety and equalities and awareness of incident reporting procedures. The proportion of staff who indicated they would recommend their trust as a place to work continues to decrease (51% in 2011, 53% in 2010, and 55% in 2009) and just under a third of all staff (32%) were satisfied with the extent to which they felt that their trust values their work, Job Satisfaction Only 45% of staff reported being satisfied with the recognition they received for good work. Staff turnover Just under a third of all staff (31%) reported that they often felt like leaving their organisation; this is up from 29% in 2010. Twenty-two percent indicated that they would probably look for a job at a new organisation in the next 12 months (21% in 2010), and 16% said they would leave their organisation as soon as they could find another job, a slight increase from 2010 (15%). However, 61% of staff indicated being able to do their job to a standard they are personally pleased with and only 30% said there are enough staff in their organisation for them to do their job properly (down from 32% in 2010).

jchattin@hcsa.com HCSA News Issue No.64 - April 2012

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Staff as advocates Just over half (51%) of all staff would recommend their organisation as a place to work (down from 53% in 2010) with fifty-one percent (unchanged from 2010) of staff saying that senior managers are committed to patient care. Work-life balance Just over three-quarters of staff reported working full time (77%) and 53% of staff regularly worked extra unpaid hours (unchanged from 2010). Sixtyfour percent of all staff felt that they could discuss flexible working with their manager, and 55% of staff felt that their manager helps them to achieve a good work-life balance (56% in 2010). Only 40% of staff felt that their trust are committed to helping its staff balance their work and home life, this figure is down from 43% in 2010. Pressure of work Just under a half of all staff (46%, up from 45% in 2010) said that they felt they do not have enough time to carry out all their work and 42% indicated that they cannot meet all the conflicting demands on their time at work. Thirty percent felt that there is not enough staff to enable them to do their jobs properly. Eddie Saville, HCSA General Secretary said: “Some of these results are of concern and employers must work harder to engage with HCSA members and recognise the need to build strong and sustainable partnership working. The HCSA remains committed to the ethos of partnership working at local, regional and national level and wants to see the culture of partnership working grow and flourish.”

NHS Constitution The Government has published an updated NHS Constitution. The new version of the Constitution, which applies to England, replaces the previous version of the Constitution published in 2010. There is also an updated handbook to accompany it. The NHS Constitution establishes the principles and values of the NHS in England. It sets out rights to which patients, public and staff are entitled, and pledges that the NHS is committed to achieve, together with responsibilities that the public, patients and staff owe to one another to ensure that the NHS operates fairly and effectively. All NHS bodies and private and

third sector providers supplying NHS services are required by law to take account of this Constitution in their decisions and actions. The government will publish a report on the Constitution in the summer, and Secretary of State Andrew Lansley has asked Professor Steve Field, leader of the NHS Future Forum to bring together a special working group to provide expert advice. The NHS Future Forum Working Group on the NHS Constitution is made up of medical professionals, patient champions, staff representatives and charities. At its first meeting in March, the group began to consider what effect the NHS Constitution has had for patients and staff since it was launched in 2009. The new Future Forum group will advise whether there is any scope for strengthening the NHS Constitution to support high quality services for patients. A public consultation later this year will give patients and staff the opportunity to have their say about what can be done to improve and reinforce the Constitution. Staff pledges All staff should have rewarding and worthwhile jobs, with the freedom and confidence to act in the interest of patients. To do this, they need to be trusted and actively listened to. They must be treated with respect at work, have the tools, training and support to deliver care, and opportunities to develop and progress. The Constitution applies to all staff, doing clinical or non-clinical NHS work, and their employers. It covers staff wherever they are working, whether in public, private or third sector organisations. Staff have extensive legal rights, embodied in general employment and discrimination law. These are summarised in the Handbook to the NHS Constitution. In addition, individual contracts of employment contain terms and conditions giving staff further rights. The rights are there to help ensure that staff: • have a good working environment with flexible working opportunities, consistent with the needs of patients and with the way that people live their lives; • have a fair pay and contract framework; • can be involved and represented in the workplace;

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• have healthy and safe working conditions and an environment free from harassment, bullying or violence; • are treated fairly, equally and free from discrimination; • can raise an internal grievance and if necessary seek redress, where it is felt that a right has not been upheld; and • can raise any concern with their employer, whether it is about safety, malpractice or other risk, in the public interest. • in addition to these legal rights, there are a number of pledges, which the NHS is committed to achieve. Pledges go above and beyond your legal rights. This means that they are not legally binding but represent a commitment by the NHS to provide highquality working environments for staff. The NHS commits: • to provide all staff with clear roles and responsibilities and rewarding jobs for teams and individuals that make a difference to patients, their families and carers and communities (pledge); • to provide all staff with personal development, access to appropriate training for their jobs and line management support to succeed (pledge); • to provide support and opportunities for staff to maintain their health, well-being and safety (pledge); • to engage staff in decisions that affect them and the services they provide, individually, through representative organisations and through local partnership working arrangements. All staff will be empowered to put forward ways to deliver better and safer services for patients and their families (pledge); and • to support all staff in raising concerns at the earliest reasonable opportunity about safety, malpractice or wrongdoing at work, responding to and, where necessary, investigating the concerns raised and acting consistently with the Public Interest Disclosure Act 1998 (pledge).

The HCSA via its links with other health trade unions and through the Trades Union Congress will be giving its view on the NHS constitution and in this respect we would like to hear from members on how if at all the NHS Constitution has impacted on you at work. Are the pledges and rights set out above being implemented? Write to Eddie Saville HCSA’s General Secretary with your thoughts.

Helping Members: A Case History One of the services HCSA offers is providing representation for members at formal Trust processes such as grievance, investigation and disciplinary hearings. Representing members at investigation meetings as part of the Trust formal disciplinary procedure is very much with the emphasis of clearing the members name and avoiding any further formal action being instigated against them. However, from time to time matters do go to be heard by a disciplinary hearing panel. A serious recent case involved a member facing disciplinary charges which were viewed as potentially being gross misconduct with major implications for the consultant’s immediate and future career prospects. Reporting on such cases is difficult in that these are conducted within a confidential procedure but I can advise that at the lengthy and complex hearing the issues involved in the allegations were explored in some detail and while there were some criticisms made by the panel, I am pleased to report that our member was cleared of any wrongdoing and no disciplinary sanction was applied. The hearing panel also made some recommendations of steps that could be taken by the Trust to avoid any such repeats of this issue happening in the future. This is a reasonable and practical solution to a problem and shows that panels are able to decide in the face of sensible argument and valid supporting evidence that a disciplinary sanction is not always appropriate. Our member is happy with the outcome and is recommending to colleagues that they should join the HCSA. I agree with that!

Ian Smith

ismith@hcsa.com HCSA News Issue No.64 - April 2012

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EXECUTIVE COMMITTEE President Chairman of the Executive Immediate Past President Honorary Treasurer Honorary Secretary Honorary Secretary Honorary Secretary Honorary Secretary Honorary Secretary Chairman - Ed & Stan S-C Independent Healthcare

Dr. Umesh Udeshi Dr. John Schofield Mr. Christopher Welch Dr. Mukhlis Madlom, Mr. Gervase Dawidek Dr. Bernhard Heidemann Dr. Cindy Horst Dr. Claudia Paoloni Mr. Ross Welch Professor Amr Mohsen Mr. Christopher Khoo

EDUCATION & STANDARDS SUB-COMMITTEE Chairman - Professor A. Mohsen Dr. M. Madlom Mr. G. Fowlis Mr. O. Sorinola Professor B. Heidemann Dr. U Udeshi Dr. B. Chang Dr. H. Mehta Mr. C. Welch Dr. T. Goodfellow Dr. S. Ariyanayagam FINANCE SUB-COMMITTEE Chairman - Dr. M.M. Madlom Mr. M.J. Kelly [Trustee] Mr. R.M.D. Tranter [Trustee] Dr. R. Loveday [Trustee]

Dr. U. Udeshi Dr. J. Schofield

HCSA OFFICERS AND STAFF General Secretary Mr. Eddie Saville esaville@hcsa.com Head of Business Services Mr. Steve George sgeorge@hcsa.com Northern Region Manager Mr. Joe Chattin jchattin@hcsa.com Business Manager Mrs. Sharon White swhite@hcsa.com Advisory Service Manager Mr. Ian Smith ismith@hcsa.com Membership Secretary Mrs. Brenda Loosley bloosley@hcsa.com Employment Services Advisor Mrs. Gail Savage gsavage@hcsa.com Midlands Regional Officer Mrs. Annette Mansell-Green amansellgreen@hcsa.com Office Telephone: 01256 771777 Office Fax: 01256 770999 E-Mail: conspec@hcsa.com

North East

West Midlands

South West

Dr. Paul D. Cooper, MRCA pdcooper@blueyonder.co.uk Mr. Rotimi Jaiyesimi, FRCOG LL.M (Medical Law) r.a.k.jaiyesimi@ncl.ac.uk Dr. Olamide Olukoga, FFARCSI OOlukoga@aol.com

Dr. A.R. Markos, FRCOG FRCP atef.markos@midstaffs.nhs.uk Dr. Pijush Ray, FRCP Pijush.Ray@uhcw.nhs.uk Mr. Olanrewaju Sorinola, MRCOG sorinola@sky.com Dr. Umesh Udeshi, FRCR umesh.udeshi@worcsacute.nhs.uk

Dr. Claudia C.E. Paoloni, FRCA drclaudiap@aol.com Professor Michael Y.K. Wee, FRCA m.wee@virgin.net Mr. Ross Welch, FRCOG ross.welch@phut.swest.nhs.uk

North West Dr. Magdy Y. Aglan, FFARCSI FRCA magdyaglan@doctors.org.uk Dr. Syed V. Ahmed, FRCP syed.ahmed@stockport.nhs.uk Mr. Ahmed Sadiq, MRCOphth FRCS a.sadiq@manchester.ac.uk Mr. Augustine T-M. Tang, FRCS augustine.tang@bfwhospitals.nhs.uk Deputy - Mr. Shuaib M. Chaudhary, FRCOphth FRCS shuaibc@gmail.com Yorkshire and The Humber Dr. Mukhlis Madlom, FRCPCH FRCP mukhlis.madlom@dbh.nhs.uk Professor Amr Mohsen, FRCS(T&O) PhD amrmohsen@doctors.org.uk Mr. Peter Moore, MD FRCS Enid.Bridge@nlg.nhs.uk East Midlands Dr. Cindy Horst, MB ChB DA FRCA cindy.horst535@btinternet.com Dr. Mujahid Kamal, MRCP FRCR Mujahid.Kamal@ulh.nhs.uk Dr. Gorajala Vijayasimhulu, FRCR g.vijay@btinternet.com

Wales East of England

Mr. Simon Hodder, FDS FRCS simon.hodder@swansea-tr.wales.nhs.uk

Mr. Andrew Murray, FRCS andrewmurray@qehkl.nhs.uk Scotland London Mr. Gervase Dawidek, FRCS FRCOphth dawidekfamily@aol.com Mr. Andrew Ezsias, FDS RCS FRCS Andrew.ezsias@homerton.nhs.uk Mr. George Fowlis, FRCS FEBU gafowlis@btinternet.com

Dr. Bernhard Heidemann, FRCA b.heidemann@ed.ac.uk Mr. Sean Laverick, FDS FRCS sean.laverick@nhs.net Deputy - Dr. David Watson, FRCA, DipHIC d.watson@ed.ac.uk david.watson@luht.scot.nhs.uk Northern Ireland

South East Coast Dr. Paul Donaldson, FRCPath donaldson@winning-blue.co.uk Dr. John Schofield, MRCPath John.Schofield@mtw-tr.nhs.uk Dr. Sriramulu Tharakaram, FRCP stharakaram@nhs.net

Dr. William Loan, FRCS FRCR Willie.Loan@bch.n-i.nhs.uk Specialist Registrar National Representative Dr. Sucheta Iyengar, MRCOG sucheta.iyengar@gmail.com

South Central Mr. Callum Clark, FRCS(Tr&Orth) callumclark@mac.com Mr. Paul A. Johnson, FRCS, FDSRCS pauljohnsonmaxfac@btconnect.com Mr. Christopher Khoo, FRCS ctkkhoo@bakersbarn.net

HCSA News Issue No.64 - April 2012

Non-Consultant Career Grade National Representative Vacancy

Hospital Consultants & Specialists Association Number One, Kingsclere Road, Overton, Basingstoke, Hampshire, RG25 3JA Tel: 01256 771777 Fax: 01256 770999 e-mail: conspec@hcsa.com website: www.hcsa.com

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