Programme three
In the final programme of the series, Gerry is running out of time and patience.
He’s made some progress; waiting times in one department have dropped from 8 weeks to 2 weeks, he’s getting the surgeons to use their time in theatres more effectively, and extra nursing staff is helping theatres run more efficiently.
But there’s something that still needs work: The Chief Executive Brian James. Gerry wants him to start leading the organization by getting out of his office and engaging with the staff at every level.
But Gerry has only has weeks left at Rotherham and he’s not convinced the Chief Executive will take his advice.
Explore the inside story behind the third programme in the series with our interviews with both Gerry Robinson and Brian James (Chief Executive), along with perspectives from our panel of experts in management and health care.
The management guru
What lessons did Gerry learn from his time spent with Rotherham General Hospital and what lessons are there for the wider NHS? Find out his thoughts at the end of the series in our interview with Gerry Robinson.
The man at the top
What lessons were learnt by Chief Exec, Brian James on how he runs his NHS Trust hosptial and what lessons for the wider NHS? Read about the impact and legacy of Gerry's managment approach in our interview with Brian James.
How was it for you?
How do you feel the NHS is managed, both in the television series and from your own experiences? Read one persons perspective and take on the issues involved in how was it for you?
Healthy politics?
Enormous budgets, unlimited demand, sixty million customers - unpick NHS management politics.
Has Gerry fixed it?
Have changes suggested by management guru, Gerry Robinson made fundamental changes to the way Rotherham General Hospital is managed? Is there an impact for the wider NHS? Find out more in our feature has Gerry Robinson fixed the NHS?
Content last updated: 10/01/2007
