Two important developments to report.
First, the good news. Shaun Robinson has resigned as CEO of Presbyterian support “to pursue other opportunities in strategic management.” But this is only the first of management changes required at Cranford.
However, at Cranford the focus is on firing nurses.
And which nurses were informed they were no longer needed yesterday?
Despite the restructuring document suggesting that the nursing staff would be decreased to 26 FTE from 27.5 FTE (i.e. about 3 part time positions), in fact, of 38 nurses, fourteen lost their jobs and four did not reapply.
The nurses who lost their jobs had all assumed that the four who chose redundancy would account for the 1.5 FTE reduction. Not so.
Included in the fourteen terminated were both union reps and 9 of the 12 nurses involved in a letter addressed to Cranford executive director Barry Keane last year raising issues with Cranford’s management. The letter went forward without signatures and a witch hunt ensued to identify its supporters. Of the ten nurses who admitted to signing the letter, only one has received a job in the new regime.
A remarkable coincidence?! How can anyone looking at this not conclude that those who lost their jobs were simply purged as “squeaky wheels” (and I’ve heard them called worse)?
But to DHB, this represents enlightened “change management.” Says the DHB media release:
“Hawke’s Bay District Health Board chief executive Kevin Snee said he was pleased with the process as no one person on the panel carried any greater weight than any other and each member scored the individual against criteria set out in the job description.
‘It is a very robust employment process which follows best change management protocol to ensure there is fairness and equal opportunity.’”
“…best change management protocol”?!! Yeah, right!