It’s been a while since I posted my weeknotes here. At the end of March, I moved to a new role at NHSX, a joint unit of NHS England and the Department of Health and Social Care. My starting date coincided with the pre-election period, and then I was asked to help out on what turned out to be an all-consuming new piece of work. Throughout this time, I’ve been keeping my weeknotes in a Google Doc and sharing with my new colleagues. Now seems like as good a time as ever to get back into the habit of publishing here too. Make things open: it makes things better.
It was a big week for the new service I’ve been working on, along with colleagues from NHSX and NHS Digital. On Friday I was delighted to welcome a new product lead who is taking over from me on this so I can get fully into the Urgent and Emergency Care (UEC) role that I joined NHSX to do.
Work with me!
This week I had calls with several people who are interested in applying for the Head of Transformation Strategy role in the NHSX UEC team. It’s an important new digital leadership role, and I was impressed by all the people who got in touch for an informal chat.
Like many NHS job descriptions, this one is far too long. (Sorry!) To pick out 3 things I hope applicants will bring, it’s these…
- Experience leading strategy and change in large complex health and care environments
- Excellent user centred design understanding, especially in the health and care context
- Experience of championing diversity and inclusion
The role is open for applications until 31 May. If you think this might be a good job for you, or for someone you know, please do take a look. When applying, please speak to us about how we might be able to accommodate a flexible working arrangement. If it works for the service, we will do our best to make it work for you.
Telling our story
A few of us from NHSX had a meeting with an important regional stakeholder. I found it really useful to hear their perspective, and it reinforced for me the importance of NHSX and other national teams being clear and coordinated in our approaches. There are established forums for doing this, but beyond that we need to mantain visibility of each other’s work, and make sure our messages are aligned.
Meanwhile a fair challenge from senior national leaders has given extra impetus to something I’d already kicked off: to develop a high-level work plan covering my new team’s activity. I’ve asked for a couple of focused working sessions on the work plan in the coming week.
Other things this week
- A steering group meeting for a piece of work kicking off in NHS England & NHS Improvement. Later in the week, I caught up with a colleague to discuss how we best provide digital input to this work.
- An intro meeting with a new colleague in the NHS England & NHS Improvement UEC policy team.
- A discussion looking at the on-boarding experience for suppliers. It’s in all our interests to make it easy and obvious to tech suppliers how they connect to key systems and processes that underpin urgent and emergency care.
- Catch-ups with others in the Digital Transformation directorate management team.
On Thursday, I heard that an important governance milestone had been reached for some of the initiatives that my team had underway when I joined. I can see that a lot of work has gone into this, and I’m looking forward to being fully engaged in the next steps that this will unlock.