“I joined the NHS three years ago as a Commissioning Manager following 24 years with the army. Now Head of Planned Care for NHS Western Cheshire, I am responsible for a permanent team of six plus larger variable teams depending on the project. I manage a £77 million budget, part of an overall £380 million budget allocated for local health provision. In the current economic climate, it is crucial that my budget is spent to plan. Under proposed changes to the NHS, clinicians will become the main commissioners of services. By 2013, Care Commissioning Groups will have responsibility for most of the national NHS planned care budget. My own plan has already been assigned to a GP Consortium, so whilst my role has not changed, the reporting structure has. This has created a well-documented level of uncertainty surrounding the NHS.
As Head of Planned Care, my objectives relate to a plan to deliver a strategy for the local health economy. The NHS funding gap requires us to save between £15 and £20 million over the next three years. We’re in the second year of that process and much of our focus has necessarily shifted to cost-efficiency and productivity. Keeping staff centred on quality and service redesign can be particularly challenging.
Time to get Chartered:
I joined the army straight from school at 16. I began as a Junior Leader in the Medical Service with no academic qualifications and left as a Regimental Sergeant Major with a degree, several NVQs and an ability to plan and prioritise objectively. I first came into contact with the CMI during a residential army course where membership was a pre-requisite to study. My 22 year army contract finished when I turned 40 and rather than take a late entry commission, I decided I wanted more time with my growing family, so I joined the NHS and a new civilian world.
Part of the struggle in the transfer from military to civilian life is articulating army experience to a civilian employer. In the army, the rank of Regimental Sergeant Major immediately conveys many positive things, but to civilian ears it can sometimes be difficult to get beyond: ‘very good at shouting’. Chartered Manager status has been invaluable in helping me communicate my own management skills. It imparts recognition and is continuing to help my drive towards realising career development goals.
The process of becoming a Chartered Manager was surprisingly enjoyable. It was a good stock-take, enabling me to realise that some of my training was unnecessary and irrelevant. As senior managers we get very little thinking time. The Chartered process let me reflect on my career and plan what I wanted to do.
I feel very loyal to the CMI - my relationship with them started as a student where they supported me and gave me the tools to qualify. It has now developed to give me the competitive edge I am likely to need in the near future.
My particular work landscape is going to change immeasurably in the next two years. The current parliamentary pause relating to the NHS has to be followed by a revised Health Bill, full authorisation and then a statute to commission services. Until then, the future is uncertain. Having Chartered Manager status under my belt means I feel confident to face it.
Printer-friendly version
Send to friend