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First published February 23, 2023
UCLH paediatric endocrinologist Gary Butler has previously told the High Court that
"the decisions at UCLH and Leeds do not automatically follow on from those made at the GIDS Tavistock. They are a reassessment of physical maturity and cognitive capacity in their own right. They may be at odds with the Tavistock formulation (an infrequent event) and thus would be returned to the Tavistock MDT for reconsideration."
However, when asked by the court for the number of young people who had been assessed to be suitable for puberty blockers by GIDS but then not prescribed them because they were considered not to be competent to make the decision, the Tavistock’s legal team ‘could not produce any statistics on whether this situation had ever arisen.' A July 2022 academic paper from the UCLH and Leeds endocrinologists revealed that one young person, out of 1,089, was judged to lack capacity to consent to treatment. They were 16 years old.
Director of GIDS Polly Carmichael confirmed this to the Tavistock’s medical director in 2018, telling him that the GIDS team was ‘very close knit, very committed... it has been like a family’.” And it did feel like that to many. When people did challenge, it was taken very badly, Matt Bristow says, ‘as a personal affront rather than people raising legitimate professional concerns’. He and others recount how executive members of staff would become tearful when criticisms of the service were raised. It would then be made known among the team that ‘this has made Polly cry’, Bristow says. I don't think that’s appropriate as a management style.’
Even some of those fiercely critical of GIDS seem to be desperately uncomfortable admitting the weaknesses of management. And this helps explain why change was so hard to force through. It was difficult to voice legitimate concerns when these were construed as a personal attack on people you cared for and admired. Clinicians have told me how defensive some members of the Executive would be whenever the service was criticised. It’s understandable, perhaps, given how long all of them had worked there. As Anna Hutchinson explained during the GIDS Review, it would be ‘quite intolerable to think about’ any potential harm if you have been putting children on to a ‘medical pathway’ which might include infertility and ‘significant surgery’ for more than a decade. ‘A lot of people would struggle to say, “I was wrong or maybe that was not [the] best thing for all of those kids.”' Nonetheless, this defensiveness was not conducive to either the airing of or acting upon concerns. It was not always the leadership who would be defensive: other members of staff would ‘jump in’ because they wouldn't want to see the Executive upset, I’m told. Some clinicians also say this sense of family explains why they stayed so long at GIDS. It made it much harder to leave.
She agrees that what evidence GIDS did have applied ‘largely to a very different cohort to the one which was presenting’, and that she ‘wouldn’t have much confidence in cross-reading any of that evidence to the current demographic’. But, she says, there are lots of areas in medicine, ‘especially in paediatrics, where we've got no idea at all about the long-term follow-up’. Like what, I ask? But she could not think of an example.