I found this article really interesting and I think it raises some important points that don't always get enough air time in this debate.
Firstly, Dr Wren does basically, if indirectly, acknowledge serious failings in the GIDS service. She says "It wasn’t surprising that staff were distressed and divided" and asks "what would have been required to keep the service and its staff from buckling"? For a very senior NHS Clinician to say that her service "buckled" is a pretty damning judgement.
Secondly, the change in referral process and how that impacted care is really important:
For years, we had relied on local CAMHS teams to screen and support young people with psychosocial difficulties before referring them to GIDS, and to keep that support in place while we attended to gender concerns. But in 2016, NHS England commissioners ruled that GPs, schools and social workers could refer patients to the service directly. More problematic still, many local CAMHS teams, overstretched and understaffed, withdrew support for these children, reasoning that a well-funded highly specialist service like GIDS should be able to cope.
What we see here is how a major structural change in care provision had a huge impact on quality of care and also contributed to the narrative in which any other mental health issues are folded into the gender dysphoria diagnosis. Whereas previously, young people referred to GIDS would have concurrent support from their local CAMHS service, now local CAMHS providers can use the gender identity issue as a way to gatekeep out young people by basically saying "You have a gender issue. Go and get that fixed first, before addressing your other mental health issues." GIDS as a service wasn't equipped to diagnose and treat other mental health issues because they were set up to just do the gender identity bit, but there is no easy way for them (as a national specialist service) to liaise with local CAMHS teams or local authority social care (eg safeguarding referrals). As someone who works in mental health services, this kind of bullshit gatekeeping makes me really angry because it deliberately fails people in need of care. It sounds like a nightmare to manage from a service provision perspective at GIDS: big increase in referrals, more complex referrals, and drastically less support for both the service and the young people from local services.
Thirdly, it is clear that the existence of private providers who could prescribe puberty blockers put the service under huge pressure:
We all got tangled in the contradictions of trying to assess a child for puberty blockers when the treatment was already being provided by a private doctor.
If you read the Sonia Appleby tribunal report, it is clear that this issue was causing huge consternation to clinicians - and was one of the reasons they were seeking out Appleby for advice. If a (dodgy) private provider is handing out medications, and you know that your client is at higher risk of harm if they continue to take the medication in an unregulated and unmonitored manner, is the ethical next step to provide the medication yourself in order to ensure that it is done safely (eg with bone density scans, side effect monitoring etc)? I don't know what the answer is, but I have a lot of sympathy with the argument that GIDS was put in an extremely difficult position because of the unreasonable actions of various organisations with some fairly extreme views.
That said, there's a lot of stuff I don't fully agree with too. Her comments about research are partly disengenuous. Yes, it is hard to do good clinical research on small populations. But that's the bread and butter of clinical psychology. And the hugely delayed study they produced was pretty crap. A huge missed opportunity to gather some really high quality data. That really annoys me. Leaving research aside, it was clear from the Bell JR and from some of the CQC reports that their recording of consent/capacity/ outcomes in their internal notes was just dire. That's not about gold standard research, that's basic stuff.
Secondly, there seems to be a lot of bitterness about staff not using internal processes to raise concerns and get them addressed. While I know it must feel pretty crap to acknowledge this, the Sonia Appleby case had a number of examples of staff attempting to raise concerns and being shut down by senior staff. Sonia Appleby won an employment tribunal against the service. That's pretty rare and a very damning indictment of how well the internal processes were functioning. Namely not.
Finally, I think there is an unacknowledged failure of leadership here. Clinical psychologist (sorry for the stereotype) love to take the middle ground and please everyone. But when you are a service lead, you can't do that. You can't keep everyone happy and sometimes there are no good options. Yes, GIDS was under huge pressure. Yes, the team was trying to do the best they could under awful conditions. But sometimes it's not enough to say "We're trying our best here." Sometimes you need to acknowledge the harms that your best efforts are still causing. Sonia Appleby did that. David Bell did that. Bernadette Wren did not.