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Former M&S boss to improve NHS leadership


18 February 2014

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Former Marks & Spencer chairman Sir Stuart Rose will now advice the NHS on how to attract and retain the best leaders in under-performing hospitals. 
Drawing on his experience, Sir Stuart will advise on how NHS trusts can improve organisational culture, through leaders being more visible and in viagra online order usa touch with frontline patients, services and staff.

Former Marks & Spencer chairman Sir Stuart Rose will now advice the NHS on how to attract and retain the best leaders in under-performing hospitals. 
Drawing on his experience, Sir Stuart will advise on how NHS trusts can improve organisational culture, through leaders being more visible and in online order prescription viagra touch with frontline patients, services and staff.
He will particularly look at the problems faced by the 14 trusts currently in “special measures”, the programme to turn-around failing hospitals introduced last year, where strong leadership was identified as key to improvement.
Through a series of hospital visits Sir Stuart will mentor NHS leaders and examine the challenges facing doctors, generic levitra good or bad nurses and management boards. He will provide advice in an unpaid capacity until the end of the year when he will submit a short report to the department.
Sir Stuart's role will run alongside a separate review into how the NHS can make better use of its best existing leaders, so-called “superheads”, who could spread the highest standards for patients across the system by taking on struggling organisations or establishing national networks of NHS hospitals and services.
Salford Royal foundation trust chief executive, Sir David Dalton, will look at how to end the isolation of failing hospitals from the best NHS management and practice – a key finding in the wake of the Mid-Staffs inquiry.
Health Secretary Jeremy Hunt said: "Good care should never depend on your postcode, which is why new Ofsted-style hospital inspections are so important. But the difference between good and bad care can often lie in leadership, which is why I am delighted that one of the country’s most inspirational leaders has agreed to advise me on how we can attract and retain the brightest and best managers into the NHS so we transform the culture in under-performing hospitals.
"We can also do more to exploit the extraordinary leadership in our best hospitals by making it easy for NHS super-heads to take over struggling organisations. Sir David Dalton is one such leader, who with his team has turned the Salford Royal into one of the best hospitals in the country. He will advise me what more we need to do to enable our best hospital leaders to take over the running of hospitals in difficulty without compromising the success of their own Trusts."
Sir Stuart Rose said: "Clearly the NHS is a very different institution from M&S, but leadership, motivating staff and creating a culture where people are empowered to do things differently are crucial to the success of any organisation, and I’m looking forward to helping in any way I can."

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