Will AI replace Health services and public health managers and directors?

Not as a job, but it is already doing parts of the work. Across the 111 official task statements scored for Health services and public health managers and directors (United Kingdom, SOC 1171), 41% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 51 out of 100 (range 45–57, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.

What should someone working in “Health services and public health managers and directors” do about AI?

Start from the ledger rather than the headline: 41% of this job's weighted core work is exposed, and roughly 38% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.

UK dataswitch to US

Health services and public health managers and directors

monitoring and auditing data quality to ensure accuracy and reliability, managing daily operations of the department and recruiting new employees to support healthcare service delivery. If that's your week, this page is about your job.

The honest answer

This job is splitting in two: monitoring and auditing data quality to ensure accuracy and reliability is work AI now does quickly and cheaply, and directing the patient care activities of nursing staff is work it can't touch.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 41%
changing shape: 20%
staying human: 38%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

Whole-job exposure score 51 out of 100 (45–57 allowing for uncertainty): partial exposure, across 111 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.

How we know this

What is measured: Every published task statement for health services and public health managers and directors is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Which half fills your week decides your exposure. Moving toward the second half is a real, doable plan.

Your week, as this page understands it

Managers and directors in this unit group plan, organise, direct and co-ordinate the resources and activities of health care providers and purchasers at both district and unit levels. The job title says “health services”, “public health managers” or “directors”: officially one job, several names. The real job is the part underneath: directing the patient care activities of nursing staff. That is the thing someone has to be right about.

The exposed part of this job is specific, and we won’t pretend it is coming back. But health services and public health managers and directors is not one task. It is 111 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is directing the patient care activities of nursing staff, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 41%
changing shape: 20%
staying human: 38%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

How we know this

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Your job, task by task

These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.

One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
46 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Shifting to AI

45 tasks

Tasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.

Monitoring and auditing data quality to ensure accuracy and reliability
This is reading one thing and writing another: data quality in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Monitor and audit data quality to ensure accuracy and reliability.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Checking data for gaps and errors is a rule-based job software runs continuously.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing clinical or surveying data using statistical approaches like longitudinal analysis and logistic regression
This is reading one thing and writing another: clinical in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Analyse clinical or survey data using statistical approaches like longitudinal analysis and logistic regression.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Running longitudinal and regression analysis on a dataset is exactly the kind of statistics software handles reliably.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Preparing data analysis listings for clinical governance reports
This is reading one thing and writing another: data analysis listings in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Prepare data analysis listings for clinical governance reports.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Producing standard listings from a clinical dataset is repeatable reporting work.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Validating clinical databases, including testing logic checks
This is reading one thing and writing another: clinical databases, including testing logic checks in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Validate clinical databases, including testing logic checks.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing and running logic checks against a database is a well-defined programming job.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

Changing shape

23 tasks

Tasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.

Reviewing quality documentation necessary for regulatory submissions and inspections
The software now makes the first pass at this work, but someone has to be answerable for the result, and it cannot be the software. So the job becomes checking and deciding rather than producing.
importance 80 · 1171/01
Source: “Review quality documentation necessary for regulatory submissions and inspections.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: Checking documents for completeness against a standard is strong software territory, though a named accountable person signs the submission.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 2/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Managing finances and controlling budgets to enhance healthcare delivery and resource allocation
The software now makes the first pass at finances, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1171/02
Source: “Manage finances and control budgets to enhance healthcare delivery and resource allocation.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budgeting and financial control run on numbers already held in the finance system.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Defining or implementing clinical system requirements
The software now makes the first pass at clinical system requirements, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 1171/01
Source: “Define or implement clinical system requirements, including data release formats, delivery schedules, and testing protocols, with end users.” (UK task statement)
How this row was scored
Exposure score: 46 out of 100 (39–53 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Requirements can be drafted quickly, but agreeing them with the people who will use the system takes conversation.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

Staying human

43 tasks

Tasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.

Coordinating clinical governance meetings and conducting audits to ensure compliance with healthcare standards
The rules require a named, qualified person to answer for clinical governance meetings, and that person cannot be a piece of software.
importance 80 · 1171/02
Source: “Coordinate clinical governance meetings and conduct audits to ensure compliance with healthcare standards.” (UK task statement)
How this row was scored
Exposure score: 36 out of 100 (29–43 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: Audit templates are standard, but coordinating meetings and signing off compliance needs an accountable manager on site.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 2/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Implementing strategic computing initiatives
The value here is that a specific person handles strategic computing initiatives and stands behind it. That is earned, not computed.
importance 80 · 1171/01
Source: “Implement strategic computing initiatives.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Putting a strategy into practice across an organisation depends on influence and follow-through.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Overseeing day-to-day operations of a healthcare organisation
The value here is that a specific person handles day-to-day operations of a healthcare organisation and stands behind it. That is earned, not computed.
importance 80 · 1171/02
Source: “Oversee day-to-day operations of a healthcare organisation.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Running a service day to day means handling problems as they arise with the people in front of you.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

Show the other 101 tasks

Generating data queries based on validation checks identified during data entry
shifting to AI
This is reading one thing and writing another: data queries in, a record out. That is the shape today's tools are built for.
importance 65 · 1171/01
Source: “Generate data queries based on validation checks identified during data entry.” (UK task statement)
How this row was scored
Exposure score: 100 out of 100 (96–100 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing queries against a known database is a core software strength with abundant reference material.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Formatting data sets according to specific project requirements
shifting to AI
This is reading one thing and writing another: data sets in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/01
Source: “Format data sets according to specific project requirements.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reshaping data to a required format is a mechanical transformation software does reliably.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Preparing system activity and performance reports
shifting to AI
This is reading one thing and writing another: system activity in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/01
Source: “Prepare system activity and performance reports.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: These reports are generated from system logs, which is largely automated already.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Writing instruction manuals for new or upgraded products and systems
shifting to AI
This is reading one thing and writing another: instruction manuals in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Write instruction manuals for new or upgraded products and systems.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing instruction manuals from product information is highly structured writing software does well.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Compiling reports on project or operational status
shifting to AI
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 65 · 1171/01
Source: “Compile reports on project or operational status.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Status reports are written from information already in the systems, which software does well.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Maintaining computerised record management systems to produce accurate reports
shifting to AI
This is reading one thing and writing another: computerised record management systems in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/02
Source: “Maintain computerised record management systems to produce accurate reports.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Maintaining a records system and producing reports from it is standard software work.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Writing reports summarising work outcomes
shifting to AI
This is reading one thing and writing another: reports summarising work outcomes in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/02
Source: “Write reports summarising work outcomes.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Summary reports of work outcomes follow set formats and can be drafted from recorded data.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Organising detailed office records using computers
shifting to AI
This is reading one thing and writing another: detailed office records in, a record out. That is the shape today's tools are built for.
importance 65 · 1171/02
Source: “Organise detailed office records using computers.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Sorting and filing office records on a computer is exactly the kind of organising software already handles.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reading technical literature to maintain awareness of current database technology and best practices
shifting to AI
This is reading one thing and writing another: technical literature in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Read technical literature to maintain awareness of current database technology and best practices.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (76–90 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reading up on database technology is easy to summarise, but the point is the person's own understanding.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Developing data management procedures
shifting to AI
This is reading one thing and writing another: data management procedures in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/01
Source: “Develop data management procedures.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (74–88 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing data management procedures follows well-known patterns and needs only local tailoring.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Entering data from analysis of medical tests or clinical results into computer for storage
shifting to AI
This is reading one thing and writing another: data in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/01
Source: “Enter data from analysis of medical tests or clinical results into computer for storage.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Moving results into the record system is routine data entry.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Designing forms for receiving data
shifting to AI
This is reading one thing and writing another: forms in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Design forms for receiving data.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (74–88 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Designing a clean data-capture form is a well-understood task with plenty of examples to work from.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing technical specifications for data management programming
shifting to AI
This is reading one thing and writing another: technical specifications in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Develop technical specifications for data management programming.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing a technical specification from agreed requirements is a well-defined writing task.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Filing processed clinical data appropriately
shifting to AI
This is reading one thing and writing another: processed clinical data in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “File processed clinical data appropriately.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Filing processed data in the right place is routine records work.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing collected data to improve healthcare service delivery
shifting to AI
This is reading one thing and writing another: collected data in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/02
Source: “Analyse collected data to improve healthcare service delivery.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Analysing service data to find improvements is a well-supported analysis job.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring the use of diagnostic services
shifting to AI
This is reading one thing and writing another: the use of diagnostic services in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/02
Source: “Monitor the use of diagnostic services, inpatient beds, and facilities to ensure effective use of resources.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Monitoring how beds and services are used is reporting from data the organisation already collects.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Extrapolating data for quality assurance and monitoring purposes
shifting to AI
This is reading one thing and writing another: data in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/02
Source: “Extrapolate data for quality assurance and monitoring purposes.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Projecting from monitoring data is a standard analysis task.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Purchasing equipment and supplies
shifting to AI
This is reading one thing and writing another: equipment in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/02
Source: “Purchase equipment and supplies.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (72–86 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Buying equipment and supplies is largely comparison and ordering that software does well.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Setting evaluative criteria for managed units to assess performance and outcomes
shifting to AI
This is reading one thing and writing another: evaluative criteria in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/02
Source: “Set evaluative criteria for managed units to assess performance and outcomes.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (72–86 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Designing performance measures is a documented design task, though the measures need agreement.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Develop computer information resources for data security and control
shifting to AI
This is reading one thing and writing another: computer information resources in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Develop computer information resources for data security and control.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Building secure information resources follows documented patterns software can produce and a manager can check.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Overseeing backup systems for data protection
shifting to AI
This is reading one thing and writing another: backup systems in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Oversee backup systems for data protection.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Backup systems largely run and report on themselves already.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Planning for disaster recovery in information management
shifting to AI
This is reading one thing and writing another: disaster recovery in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/01
Source: “Plan for disaster recovery in information management.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Disaster recovery plans follow well-published templates that software can draft.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Assessing IT processes and technologies for operational efficiency
shifting to AI
This is reading one thing and writing another: IT processes in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Assess IT processes and technologies for operational efficiency.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reviewing processes and technology for efficiency is analysis of records and data software does well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring the flow of in-house work forms
shifting to AI
This is reading one thing and writing another: the flow in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Monitor the flow of in-house work forms.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Tracking where forms have got to is straightforward monitoring, though some of it is still on paper.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Preparing operational budgets for IT and software development projects
shifting to AI
This is reading one thing and writing another: operational budgets in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Prepare operational budgets for IT and software development projects.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budgets are built from figures already in the systems, so drafts come easily.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing work plans to schedule specific project activities
shifting to AI
This is reading one thing and writing another: work plans in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Review work plans to schedule specific project activities.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reviewing plans and scheduling activities is planning work software can produce.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing data to assess the feasibility of product proposals
shifting to AI
This is reading one thing and writing another: data in, a record out. That is the shape today's tools are built for.
importance 50 · 1171/01
Source: “Analyse data to assess the feasibility of product proposals.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Feasibility analysis is data work software can carry out and present.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Managing budgets to ensure efficient use of resources
shifting to AI
This is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/02
Source: “Manage budgets to ensure efficient use of resources.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Managing a budget against actual spend is standard finance system work.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing feedback and data to plan work
shifting to AI
This is reading one thing and writing another: feedback in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/02
Source: “Analyse feedback and data to plan work.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Feedback and usage data can be analysed easily, though the plan depends on local constraints.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Setting rates for services as part of financial operations
shifting to AI
This is reading one thing and writing another: rates in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/02
Source: “Set rates for services as part of financial operations.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Pricing decisions are calculations against costs and market rates.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Recommending hardware and software upgrades based on assessment
shifting to AI
This is reading one thing and writing another: hardware in, a record out. That is the shape today's tools are built for.
importance 60 · 1171/01
Source: “Recommend hardware and software upgrades based on assessment.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (63–77 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Upgrade recommendations rest on published product information software handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 4/4.
Establishing standard operating procedures to ensure quality and consistency
shifting to AI
This is reading one thing and writing another: standard operating procedures in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Establish standard operating procedures to ensure quality and consistency.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Written procedures follow published standards closely, so software can draft them for the service to review and adopt.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Designing clinical databases
shifting to AI
This is reading one thing and writing another: clinical databases in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/01
Source: “Design clinical databases.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (59–73 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: A sound schema can be drafted from the requirements, though clinical knowledge shapes the final design.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Selecting and implementing software programmes tailored for specific scientific research projects
shifting to AI
This is reading one thing and writing another: software programmes in, a record out. That is the shape today's tools are built for.
importance 75 · 1171/01
Source: “Select and implement software programmes tailored for specific scientific research projects.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (59–73 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Comparing and setting up research software is documented work, with some local judgement about fit.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Setting budgets in alignment with financial objectives
shifting to AI
This is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/02
Source: “Set budgets in alignment with financial objectives.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budget models can be built from past activity data, with the director deciding the priorities behind the numbers.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Using analysed data to manage healthcare and veterinary practice systems
shifting to AI
This is reading one thing and writing another: analysed data in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/02
Source: “Use analysed data to manage healthcare and veterinary practice systems.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (59–73 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Turning analysis into practice-system decisions is well-supported information work.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Defining specific performance goals and deadlines for the department
shifting to AI
This is reading one thing and writing another: specific performance goals in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Define specific performance goals and deadlines for the department.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Setting goals and deadlines is planning work software can draft from project data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Interpreting organisational policies and procedures to ensure compliance
shifting to AI
This is reading one thing and writing another: organisational policies in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/01
Source: “Interpret organisational policies and procedures to ensure compliance.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Explaining what written policies mean in practice is something software does well from the documents.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Establishing work schedules and assignments
shifting to AI
This is reading one thing and writing another: work schedules in, a record out. That is the shape today's tools are built for.
importance 70 · 1171/02
Source: “Establish work schedules and assignments for staff, according to workload, space, and equipment availability.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Building rotas around workload, space and equipment is a scheduling problem software solves well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Planning and developing new IT provisions for major projects
shifting to AI
This is reading one thing and writing another: new IT provisions in, a record out. That is the shape today's tools are built for.
importance 65 · 1171/02
Source: “Plan and develop new IT provisions for major projects.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Planning new IT provision is design and documentation work built on well-published patterns.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Ensuring data on Clinical Record Forms matches patient medical notes
shifting to AI
This is reading one thing and writing another: data in, a record out. That is the shape today's tools are built for.
importance 80 · 1171/01
Source: “Ensure data on Clinical Record Forms matches patient medical notes.” (UK task statement)
How this row was scored
Exposure score: 61 out of 100 (54–68 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Comparing entries on a form against the medical notes is exact matching work software does reliably, with a monitor confirming.
The five ratings: output a model can produce 4/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Suggesting improvements to enhance process efficiency and workplace effectiveness
changing shape
The software now makes the first pass at improvements, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1171/01
Source: “Suggest improvements to enhance process efficiency and workplace effectiveness.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Spotting process improvements from operational data is analysis software handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Contributing expertise to preparing technical documents for clinical trials
changing shape
The software now makes the first pass at expertise, but someone has to be answerable for the result, and it cannot be the software. So the job becomes checking and deciding rather than producing.
importance 60 · 1171/01
Source: “Contribute expertise to preparing technical documents for clinical trials, including study synopses, pharmacology plans, protocols, and regulatory submissions.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: Protocols and submissions follow templates, but a qualified scientist has to stand behind the content.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 2/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Overseeing financial operations to ensure efficient healthcare service delivery
changing shape
The software now makes the first pass at financial operations, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1171/02
Source: “Oversee financial operations to ensure efficient healthcare service delivery.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Financial oversight works from figures the practice system already holds.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Allocating tasks to systems analysts
changing shape
The software now makes the first pass at tasks, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 60 · 1171/01
Source: “Allocate tasks to systems analysts, programmers, and other computer-related workers.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Allocating work can be planned by software, but who gets what involves knowing the team.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Formulating strategies and policies to achieve organisational goals
changing shape
The software now makes the first pass at strategies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1171/01
Source: “Formulate strategies and policies to achieve organisational goals.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Strategy documents can be drafted, though the choices behind them rest on knowing the organisation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Providing technical assistance to staff for resolving technical issues
changing shape
The software now makes the first pass at technical assistance, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1171/01
Source: “Provide technical assistance to staff for resolving technical issues.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Many technical problems can be diagnosed and fixed remotely, though some need someone at the machine.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Providing users with technical support for computer problems
changing shape
The software now makes the first pass at users, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 65 · 1171/01
Source: “Provide users with technical support for computer problems.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Common computer problems are already solved through guided help, though some need someone at the desk.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Offering support and information to clinical monitoring teams
changing shape
The software now makes the first pass at support, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 60 · 1171/01
Source: “Offer support and information to clinical monitoring teams.” (UK task statement)
How this row was scored
Exposure score: 46 out of 100 (39–53 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Much of the information is documented, but support works through ongoing contact with the team.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Ensuring government guidelines are followed to maintain healthcare standards
changing shape
The software now makes the first pass at government guidelines, but someone has to be answerable for the result, and it cannot be the software. So the job becomes checking and deciding rather than producing.
importance 80 · 1171/02
Source: “Ensure government guidelines are followed to maintain healthcare standards.” (UK task statement)
How this row was scored
Exposure score: 46 out of 100 (39–53 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: The guidelines are published, so checking practice against them is largely comparison work with local follow-up.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 2/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Managing internal and external communications to ensure effective information flow and stakeholder engagement
changing shape
The software now makes the first pass at internal and external communications, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 70 · 1171/02
Source: “Manage internal and external communications to ensure effective information flow and stakeholder engagement.” (UK task statement)
How this row was scored
Exposure score: 46 out of 100 (39–53 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Internal and external communications are largely writing, though stakeholder handling needs a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Discussing solutions with the marketing department
changing shape
The software now makes the first pass at solutions, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 50 · 1171/01
Source: “Discuss solutions with the marketing department.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Talking solutions through with marketing depends on colleagues' knowledge and a working conversation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Working towards ensuring quality and value for money for patients
changing shape
The software now makes the first pass at ensuring quality, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1171/02
Source: “Work towards ensuring quality and value for money for patients.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Value-for-money analysis works from service and cost data, though the decisions belong to accountable managers.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Recording data following strict documentation guidelines
changing shape
The software now makes the first pass at data following strict documentation guidelines, but someone has to be answerable for the result, and it cannot be the software. So the job becomes checking and deciding rather than producing.
importance 75 · 1171/01
Source: “Record data following strict documentation guidelines.” (UK task statement)
How this row was scored
Exposure score: 42 out of 100 (35–49 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: Recording results to a strict standard is straightforward, but the analyst who ran the test has to record it.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 2/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Implementing organisational policies and procedures for the medical unit
changing shape
The software now makes the first pass at organisational policies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1171/02
Source: “Implement organisational policies and procedures for the medical unit.” (UK task statement)
How this row was scored
Exposure score: 42 out of 100 (35–49 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Policies are easy to draft, but making them stick in a practice needs someone on the ground.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Supporting and troubleshooting healthcare IT systems to ensure service continuity
changing shape
The software now makes the first pass at healthcare IT systems, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 1171/02
Source: “Support and troubleshoot healthcare IT systems to ensure service continuity.” (UK task statement)
How this row was scored
Exposure score: 42 out of 100 (35–49 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: IT support draws on well-documented systems and remote access, with occasional hands-on fixes.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Consulting with users to determine computing needs
changing shape
The software now makes the first pass at users, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 75 · 1171/01
Source: “Consult with users to determine computing needs.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Needs are written up easily; drawing them out of users takes back-and-forth conversation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Managing daily operations of the department
changing shape
The software now makes the first pass at operations of the department, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 75 · 1171/01
Source: “Manage daily operations of the department, including workflow analysis and priority setting.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Workflow analysis can be automated, but setting priorities for a team involves knowing the people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Consulting with technicians to specify system requirements
changing shape
The software now makes the first pass at technicians, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 70 · 1171/01
Source: “Consult with technicians to specify system requirements.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Specifications can be drafted, though pinning them down means talking to the technicians.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Establishing requirements for new systems or modifications in consultation with staff
changing shape
The software now makes the first pass at requirements, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 70 · 1171/01
Source: “Establish requirements for new systems or modifications in consultation with staff, users, and management.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Requirements are written up easily, but drawing them out of users and managers takes conversation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Consulting with suppliers to understand computing solutions
changing shape
The software now makes the first pass at suppliers, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 60 · 1171/01
Source: “Consult with suppliers to understand computing solutions.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Product information is easy to gather, but supplier conversations shape what is actually on offer.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Recruiting new employees to support healthcare service delivery
staying human
The value here is that a specific person handles new employees and stands behind it. That is earned, not computed.
importance 75 · 1171/02
Source: “Recruit new employees to support healthcare service delivery.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Job adverts and shortlisting are easily produced, though the hiring decision comes from meeting candidates.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Ensuring compliance with health and safety regulations
staying human
The ratings behind this row put compliance well outside what today's tools can do on their own.
importance 75 · 1171/02
Source: “Ensure compliance with health and safety regulations.” (UK task statement)
How this row was scored
Exposure score: 38 out of 100 (31–45 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Regulations and checklists are documented and easy to generate, but confirming a site actually complies means someone walking round it.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Training academic staff on the use of software
staying human
The ratings behind this row put academic staff well outside what today's tools can do on their own.
importance 60 · 1171/01
Source: “Train academic staff on the use of software.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Software guides can be produced easily, but running the session happens with staff in the room.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Communicating with different departments for inter-departmental collaboration
staying human
The value here is that a specific person handles different departments and stands behind it. That is earned, not computed.
importance 75 · 1171/02
Source: “Communicate with different departments for inter-departmental collaboration.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Working across departments depends on relationships, though much of the messaging can be drafted.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Managing the recruitment of staff to support healthcare service delivery
staying human
The value here is that a specific person handles the recruitment of staff and stands behind it. That is earned, not computed.
importance 75 · 1171/02
Source: “Manage the recruitment of staff to support healthcare service delivery.” (UK task statement)
How this row was scored
Exposure score: 34 out of 100 (27–41 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Adverts, shortlisting and scheduling are easily drafted, but hiring decisions rest on meeting people.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Managing and organising inventory in healthcare environments
staying human
This work happens in the physical world: inventory, in a real place. Software cannot follow it there.
importance 70 · 1171/02
Source: “Manage and organise inventory in healthcare environments.” (UK task statement)
How this row was scored
Exposure score: 33 out of 100 (26–40 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Stock systems can do most of the tracking, but someone still checks and moves the physical stock.
The five ratings: output a model can produce 3/4 · needs a body in a room 2/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Implementing policies
staying human
The ratings behind this row put policies well outside what today's tools can do on their own.
importance 70 · 1171/02
Source: “Implement policies.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (20–44 allowing for uncertainty): low exposure, low confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Putting a policy into practice depends on people changing what they do, not on producing a document.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Making staffing decisions to ensure clinical governance
staying human
The value here is that a specific person handles decisions and stands behind it. That is earned, not computed.
importance 60 · 1171/01
Source: “Make staffing decisions to ensure clinical governance.” (UK task statement)
How this row was scored
Exposure score: 31 out of 100 (24–38 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Staffing decisions turn on judgement about specific people and local pressures.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Coordinating and managing corporate affairs activities within the healthcare sector
staying human
The value here is that a specific person handles corporate affairs activities within the healthcare sector and stands behind it. That is earned, not computed.
importance 65 · 1171/02
Source: “Coordinate and manage corporate affairs activities within the healthcare sector.” (UK task statement)
How this row was scored
Exposure score: 31 out of 100 (24–38 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Corporate affairs work depends on relationships with external bodies and reading the local politics.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Supervising administrative work and managing clerical staff
staying human
The value here is that a specific person handles administrative work and stands behind it. That is earned, not computed.
importance 70 · 1171/02
Source: “Supervise administrative work and manage clerical staff.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Supervising clerical staff depends on the supervisor being around and known to the team.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Delivering presentations to various stakeholders
staying human
The value here is that a specific person handles presentations and stands behind it. That is earned, not computed.
importance 60 · 1171/02
Source: “Deliver presentations to various stakeholders.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Slides are quick to produce, but presenting to stakeholders means standing up in front of them.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Participating in meetings to discuss project updates
staying human
The value here is that a specific person handles meetings and stands behind it. That is earned, not computed.
importance 60 · 1171/02
Source: “Participate in meetings to discuss project updates.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Project updates can be written up easily, but taking part in the meeting means being there.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Supervising data management project staff in their tasks
staying human
The value here is that a specific person handles data management project staff and stands behind it. That is earned, not computed.
importance 75 · 1171/01
Source: “Supervise data management project staff in their tasks.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Supervising a team rests on the day-to-day relationship with the people doing the work.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Planning and implementing strategic changes to improve service delivery
staying human
The value here is that a specific person handles strategic changes and stands behind it. That is earned, not computed.
importance 75 · 1171/02
Source: “Plan and implement strategic changes to improve service delivery.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: A change plan is easy to draft; getting it adopted depends on the people who have to live with it.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Coordinating activities and plans
staying human
The value here is that a specific person handles activities and stands behind it. That is earned, not computed.
importance 70 · 1171/02
Source: “Coordinate activities and plans with medical, business, and community groups.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Joint planning across groups runs on relationships and local context.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Coordinating with external organisations, social services for patient care
staying human
The rules require a named, qualified person to answer for external organisations, social services, and that person cannot be a piece of software.
importance 70 · 1171/02
Source: “Coordinate with external organisations such as social services for patient care.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Coordinating care across organisations involves accountable professionals and sensitive, case-specific discussion.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 2/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Liaising with voluntary groups for community health initiatives
staying human
The value here is that a specific person handles voluntary groups and stands behind it. That is earned, not computed.
importance 60 · 1171/02
Source: “Liaise with voluntary groups for community health initiatives.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Working with voluntary groups depends on personal contacts built up locally.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Overseeing management of premises, maintenance and security
staying human
This work happens in the physical world: management of premises, maintenance and security, in a real place. Software cannot follow it there.
importance 70 · 1171/02
Source: “Oversee management of premises including maintenance and security.” (UK task statement)
How this row was scored
Exposure score: 25 out of 100 (18–32 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Maintenance and security schedules are easy to run, but the premises still need people on site.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Negotiating with private sector entities for partnerships
staying human
The value here is that a specific person handles private sector entities and stands behind it. That is earned, not computed.
importance 60 · 1171/02
Source: “Negotiate with private sector entities for partnerships.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Partnership negotiation turns on trust and live give-and-take between the parties.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Managing clinical risk to ensure patient safety and regulatory compliance
staying human
The rules require a named, qualified person to answer for clinical risk, and that person cannot be a piece of software.
importance 75 · 1171/02
Source: “Manage clinical risk to ensure patient safety and regulatory compliance.” (UK task statement)
How this row was scored
Exposure score: 23 out of 100 (16–30 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: Analysis helps, but responsibility for clinical risk sits with an accountable, registered manager.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 3/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Managing operations of a specific healthcare unit or service area
staying human
The rules require a named, qualified person to answer for operations of a specific healthcare unit, and that person cannot be a piece of software.
importance 75 · 1171/02
Source: “Manage operations of a specific healthcare unit or service area.” (UK task statement)
How this row was scored
Exposure score: 23 out of 100 (16–30 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Running a unit means making calls in the moment with the staff and pressures of the day.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 2/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Supervising and evaluating technical, clerical, service and maintenance staff
staying human
The value here is that a specific person handles technical, clerical, service and maintenance staff and stands behind it. That is earned, not computed.
importance 75 · 1171/02
Source: “Supervise and evaluate technical, clerical, service, and maintenance staff.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Supervising and appraising staff depends on knowing the individuals and their work.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Conducting staff appraisals and developing professional growth plans
staying human
The value here is that a specific person handles staff appraisals and stands behind it. That is earned, not computed.
importance 70 · 1171/02
Source: “Conduct staff appraisals and develop professional growth plans.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: An appraisal works because a manager who knows the person sits down with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Manage professional staff to ensure quality service and support
staying human
The value here is that a specific person handles professional staff and stands behind it. That is earned, not computed.
importance 70 · 1171/02
Source: “Manage professional staff to ensure quality service and support.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Managing professionals rests on trust and judgement built with those individuals.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Supervising cleaning and catering services
staying human
This work happens in the physical world: services, in a real place. Software cannot follow it there.
importance 70 · 1171/02
Source: “Supervise cleaning and catering services.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Rotas and standards can be set automatically, but supervising cleaners and caterers happens where they work.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Coordinating with clinical and healthcare staff to ensure effective patient care
staying human
The rules require a named, qualified person to answer for clinical, and that person cannot be a piece of software.
importance 75 · 1171/02
Source: “Coordinate with clinical and healthcare staff to ensure effective patient care.” (UK task statement)
How this row was scored
Exposure score: 20 out of 100 (13–27 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Coordinating a patient's care runs through conversations with clinicians who are accountable for it.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 2/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Recruiting employ, train and supervising staff to ensure clinical governance
staying human
The value here is that a specific person handles employ, train and supervising staff and stands behind it. That is earned, not computed.
importance 70 · 1171/01
Source: “Recruit, employ, train, and supervise staff to ensure clinical governance.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Hiring, training and supervising people rests on relationships and judgement about individuals.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Monitoring worker performance to ensure equipment operation meets quality standards
staying human
This work happens in the physical world: worker performance, in a real place. Software cannot follow it there.
importance 65 · 1171/01
Source: “Monitor worker performance to ensure equipment operation meets quality standards.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Watching how people run equipment on the floor means being there.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Resolving problems with managers, suppliers
staying human
The value here is that a specific person handles problems and stands behind it. That is earned, not computed.
importance 60 · 1171/01
Source: “Resolve problems with managers, suppliers, and others.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (14–22 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Sorting out disputes with managers and suppliers turns on relationships and give-and-take.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Soliciting cooperation from managers, suppliers
staying human
The value here is that a specific person handles cooperation and stands behind it. That is earned, not computed.
importance 60 · 1171/01
Source: “Solicit cooperation from managers, suppliers, and others.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (14–22 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Getting cooperation out of other people depends on standing and goodwill.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Supervising staff to ensure compliance with job standards
staying human
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 75 · 1171/02
Source: “Supervise staff to ensure compliance with job standards.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (13–21 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Supervision works through a relationship with the people being supervised.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Negotiating with senior medical staff for operational decisions
staying human
The value here is that a specific person handles senior medical staff and stands behind it. That is earned, not computed.
importance 70 · 1171/02
Source: “Negotiate with senior medical staff for operational decisions.” (UK task statement)
How this row was scored
Exposure score: 16 out of 100 (9–23 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Negotiating operational decisions with senior clinicians happens live, between people who know each other.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Collaborating with clinical staff and professionals to provide patient care
staying human
The rules require a named, qualified person to answer for clinical staff, and that person cannot be a piece of software.
importance 80 · 1171/02
Source: “Collaborate with clinical staff and professionals to provide patient care.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Coordination can be scheduled and documented automatically, but the care itself is delivered by registered clinicians working together.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 2/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Attending board meetings to maintain communication between governing boards
staying human
The value here is that a specific person handles board meetings and stands behind it. That is earned, not computed.
importance 70 · 1171/02
Source: “Attend board meetings to maintain communication between governing boards, medical staff, and department heads.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Attending a board meeting to keep groups connected means being in the room.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Discussing service problems
staying human
The value here is that a specific person handles service problems and stands behind it. That is earned, not computed.
importance 65 · 1171/02
Source: “Discuss service problems with medical, business, and community groups.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Talking through service problems with different groups happens live and depends on the people present.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Representing the views of departments and teams on committees
staying human
The value here is that a specific person handles the views of departments and stands behind it. That is earned, not computed.
importance 60 · 1171/02
Source: “Represent the views of departments and teams on committees.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Speaking for your team in a committee depends on being trusted to do so by the people there.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Conducting training sessions for staff to enhance their skills
staying human
This work happens in the physical world: sessions, in a real place. Software cannot follow it there.
importance 75 · 1171/02
Source: “Conduct training sessions for staff to enhance their skills.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Training content prepares easily, but running a session means being with the group and responding to them.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Training staff in specific job roles to enhance performance
staying human
This work happens in the physical world: staff, in a real place. Software cannot follow it there.
importance 65 · 1171/02
Source: “Train staff in specific job roles to enhance performance.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Training someone in a job role means showing them at the machine and watching them try.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Directing the patient care activities of nursing staff
staying human
The rules require a named, qualified person to answer for the patient care activities of nursing staff, and that person cannot be a piece of software.
importance 80 · 1171/02
Source: “Direct the patient care activities of nursing staff.” (UK task statement)
How this row was scored
Exposure score: 8 out of 100 (4–12 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Deciding and directing how nursing care is delivered is done by a registered nurse, and depends on knowing the ward and its patients.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 3/4 · needs to be trusted in the moment 2/4 · how much data exists 1/4.
Training employees on specific job procedures
staying human
This work happens in the physical world: employees, in a real place. Software cannot follow it there.
importance 65 · 1171/01
Source: “Train employees on specific job procedures.” (UK task statement)
How this row was scored
Exposure score: 2 out of 100 (0–6 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Training someone on a specific job procedure means being at the machine or line showing them.
The five ratings: output a model can produce 0/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.

What this job pays, and how many people do it

Median pay: £61,600a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this
Source: ashe-t14
Reference period: ASHE 2025 provisional (reference April 2025)
Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.
People doing this job: 86,300in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.

What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.

Why this is shifting

The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: data quality in, a record out. The rows above are exactly that shape: monitoring and auditing data quality to ensure accuracy and reliability and analysing clinical or surveying data using statistical approaches like longitudinal analysis and logistic regression. What it cannot do is be answerable: the patient care activities of nursing staff need a named person the rules will accept, and software cannot be that person. Which is why this page talks about your tasks changing, not your job ending.

Your move

Over a pint: what I’d tell you if you were my friend

Your week is splitting in two, and which half fills it is the whole question. Monitoring and auditing data quality to ensure accuracy and reliability is going; directing the patient care activities of nursing staff is not.

So, given all that: 41% of this job's task weight sits in rows the software is already learning, 20% in rows that change shape rather than disappear, and 38% in rows it is nowhere near. That is the position, measured across 111 scored tasks. It is not a forecast about you.

The occupation is an average and you are not, so the first job below is finding out where your own week actually sits.

This week: one thing

Print the task ledger above and put your own hours next to each row. Roughly, in pen, in one sitting. Then look at which group your hours actually pile up in. Twenty minutes, this week.

What you end up holding: your own week, on one page, sorted into what is shifting and what is not
How long it takes: about twenty minutes

If printing it isn’t practical: Read the rows off this page and write the same list on the back of an envelope. Same twenty minutes, same page, and it works just as well said out loud to someone who knows the job. The point is your hours next to the rows, not the paper it is on.

Over the next 90 days

Volunteer toward the durable end, visibly. Over the next ninety days put your hand up for the work in the bottom group (directing the patient care activities of nursing staff) and let people see you doing it. Not a new project: the same job, with your mix deliberately tilted. The point is that when the rota or the reorganisation comes, the version of you people picture is the one doing the part that stays.

Over the next 12 months

Claim a specialism at the durable end and let the other end go. Over a year, deliberately become the person who handles directing the patient care activities of nursing staff, and deliberately stop being the first choice for the rows in the top group. That trade costs something, because the exposed work is often the comfortable work. Decide it on purpose rather than by drift. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.

The roads out of here, and why I am not sending you down them

I looked at the obvious moves out of this job, and here is what I found.

I checked the 12 nearest UK occupations to health services and public health managers and directors (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was health care practice managers: only about 26% of its durable work is work you already do and it pays 30.9% less. Your own job splits about 41/59: that share of the list sits in the top exposure band and the rest does not. On this evidence the honest move is inside the job rather than out of it. Become the person who owns “define or implement clinical system requirements”, and let the exposed end go.

How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.

3 moves I checked and rejected

These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.

Health care practice managers
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “supervise and evaluate technical, clerical, service, and maintenance staff”. Across the whole of both lists that adds up to about 26% of the work in that job the software is not taking.
Why I am not recommending it: It is closer than most, and still not close enough: about 26% of that job's durable work is already yours, against the 35% I want to see before I will call something a route. It is a pay cut, in those words: £42,559 against your £61,573, 30.9% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →
Information technology directors
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “implement strategic computing initiatives”. Across the whole of both lists that adds up to about 13% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 13% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on.
Look at that job’s page anyway →
Senior officers in fire, ambulance, prison and related services
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “implement organisational policies and procedures for the medical unit”. Across the whole of both lists that adds up to about 6% of the work in that job the software is not taking.
Why I am not recommending it: Almost none of it is work you already do: about 6% of the durable side of that job. That is a different job, not a next step. This release publishes no median pay for that job, so I cannot show you what the move costs or pays. I do not recommend a move I cannot price. And it is a narrow door: about 8,000 of those jobs against 86,300 of yours (ONS via Nomis), 9% as many seats.
Look at that job’s page anyway →

What I’d stop worrying about

A friend tells you what not to spend fear on. This is that list.

The headline number you read somewhere
The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 41% of its task weight, across 111 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
The whole-job doom story
Nothing on this page says this job ends. It says the mix inside it moves. Half the rows above are unchanged or changing shape, and the plan is about which half your week sits in. That is a very different problem, and a solvable one.
Panic-buying a course
Do the twenty-minute sorting exercise first. Most people who buy a course before they have done it buy the wrong one, and the free services listed below will tell you the same thing without charging for it.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.

If you run a team doing this job

If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are monitoring and auditing data quality to ensure accuracy and reliability, and the rows that are not are where you want your people visible. Ask each of them to do the this-week move and bring the list to your next one-to-one. It turns a rumour into a piece of work, and it tells you which parts of your team's week are actually at stake. And say the thing out loud that a team lead usually leaves unsaid: a shrinking team is your exposure too, so do the move yourself as well.

You are reading the United Kingdom figures

The United States splits this work across more than one official group, of which Medical and Health Services Managers is the closest. The pay and employment figures are not directly comparable, and we do not average them together.

Switch to the United States page →partial match

The other groups this work is counted across:

Medical Records Specialists

In US official statistics this job is counted as Medical and Health Services Managers and Medical Records Specialists. Pay is shown separately for each of those groups (medians cannot be averaged together), while the task list and the scores on this page are for this group only.

Your route through this

Two honest options, and no deadline on either

Free, and complete

The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.

In England:
National Careers Service
A free hour with a government-funded careers adviser is worth more than another evening of reading. In England that's the National Careers Service.
Free, government-funded
- Discover your skills and careers (the skills assessment)
In England:
National Careers Service - Find a course
Search what's actually running near you before you spend anything.
Free to search; individual courses vary
In England:
Free courses for jobs (Level 3 qualifications)
A free Level 3 qualification you already qualify for beats a paid course you don't need.
Free for eligible adults
In England:
Skills Bootcamps
Free, up to 16 weeks, and you get a job interview at the end. In England these are Skills Bootcamps - search what's running near you.
Free for eligible adults in England
- Skills Bootcamps - what they are and who can do them (DfE, Skills for Careers)
- Skills Bootcamps - JobHelp (DWP)
In Scotland:
My World of Work (Skills Development Scotland)
In Scotland it's My World of Work, from Skills Development Scotland.
Free, publicly funded
- Skills Development Scotland
In Wales:
Careers Wales
In Wales it's Careers Wales.
Free, Welsh Government-funded
In Northern Ireland:
Careers Service Northern Ireland
In Northern Ireland it's the Careers Service on nidirect.
Free, Department for the Economy-funded

A nearby route

There's no Space built for health services and public health managers yet.

Collab365 Spaces is built by the same people as this site. We find the problems that AI and automation are creating inside one kind of work, then solve them as short courses, briefings and Blueprints. Each Space is the community too, so the research and the people doing your job are in the same place.

What a Space actually is, in full

The closest match is The AI Authority, a community for non-technical managers and domain experts turning one-off AI prompts into workflows a team can trust. It overlaps with the part of your job that is growing: briefing, checking and delegating AI-assisted work so it is repeatable rather than one person’s trick, and setting the rules that keep a team’s AI output consistent. It covers nothing clinical and nothing about NHS regulation, commissioning or patient records: only the desk half of the job. If that overlap isn't you, the free route below covers the same ground.

Try The AI Authority free →

7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.

After the trial it is a paid community, and you get identical data either way. If the overlap above is not your job, the moves above cost nothing and stand on their own.

Noted, and thank you. We’ll email you if a Space for health services and public health managers launches. Nothing else.

That did not look like an email address, so nothing was saved. Have another go below.

We could not save that. The fault is ours, not yours, and your address was not stored. Please try again later.

No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.

Questions people ask about this job

Will AI replace Health services and public health managers and directors?: Not as a job, but it is already doing parts of the work. Across the 111 official task statements scored for Health services and public health managers and directors (United Kingdom, SOC 1171), 41% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 51 out of 100 (range 45–57, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
Which tasks in “Health services and public health managers and directors” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Generate data queries based on validation checks identified during data entry” (100/100, very high); “Monitor and audit data quality to ensure accuracy and reliability” (93/100, very high); “Format data sets according to specific project requirements” (93/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
Which tasks in “Health services and public health managers and directors” stay human?: About 38% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Train employees on specific job procedures” (2/100, minimal); “Direct the patient care activities of nursing staff” (8/100, minimal); “Train staff in specific job roles to enhance performance” (9/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Health services and public health managers and directors” do about AI?: Start from the ledger rather than the headline: 41% of this job's weighted core work is exposed, and roughly 38% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
How is the AI exposure score for Health services and public health managers and directors calculated?: Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 111 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

Where these numbers come from

About the data on this page

Provisional, because the ONS revises this figure in the autumn.
This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
46 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Task statements: gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
Task weights: gaisi-index (relatedness)
Scores: Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
Pay and employment: ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))

Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.

The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.

The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.

How we score a job Download this release Look up another job

Using these figures?

Cite this

Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.

Plain text

Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).

BibTeX

@misc{collab365futureproof2026q41,
  title        = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
  author       = {{Collab365}},
  year         = {2026},
  url          = {https://futureproof.collab365.com/data/2026-q4.1},
  note         = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}

Permalink

https://futureproof.collab365.com/data/2026-q4.1

Data as of release 2026-q4.1, published 2026-08-05. Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.