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Mike Cumberbatch General Manager Professional & Scientific Services St George's Healthcare NHS Trust Statement Given To The Employment Tribunal

Re: My professional relationship with Mr Ian Perkin in his former role as Director of Finance; Mr Perkin’s management style and the support provided to me by his department.

I have been a senior manager at St.George’s NHS Trust since February 1991. During that time I have held the posts of Pathology Services Manager, Associate General Manager (AGM) and General Manager (GM) for Professional & Scientific Services. As a consequence I have had very many professional interactions with Mr Perkin regarding financial planning and budgetary management for the departments within my Service Centre, and for special projects. Although we have not always agreed on all subjects, I have felt able to have a full, professional and measured debate with Mr Perkin about the issue(s) under consideration.  During the times of financial strain within the Trust, and especially when the topic of cost reduction and service efficiency have been deliberated, there have been many difficult meetings with Mr Perkin and others. However, in these meetings I have never felt under excessive pressure or subject to any type of threat.  Rather, I judge that Mr Perkin has always given my views, ideas and suggestions due consideration and an appropriate level of examination. On several of these occasions, Mr Perkin has suggested to me a number of ideas for active assessment, some of which have had considerable merit and have since been implemented.

I am fortunate that during the last twelve years extremely competent Finance Managers have overseen the financial affairs of Professional & Scientific Services. Two in particular (Mr P Sargeaunt and Mrs T Keegan) played very active roles in assisting my SDU teams and me to maintain consistent financial balance and achieve considerable cost efficiencies. Both of these Finance Managers were extremely pro-active in terms of suggesting both cost efficiencies and more effective ways of managing the finances of the Service Centre. It has always been my impression that Mr Perkin actively encouraged this approach.

During my time as first AGM and then GM (i.e. since 1993) there have been occasional times of frustration regarding the activities of the St.George’s Finance department (as with a number of other departments). At various times certain initiatives have not proceeded with the speed and vigour that I would have preferred. However, I have always felt able to approach Mr Perkin with my concerns and have been given a fair hearing with the opportunity for a full and frank exchange of views.

At various times over the years, at the regular meetings of the General Managers, concerns have been expressed regarding the performance of and support from the Trust Directorates. On occasions the performance of the Finance Team has featured in such discussions. However, it is my view that more frequently the Estates and Human Resource Teams have been the focus of the criticism.