Abstract
Jennifer Dixon has researched and written widely on healthcare reform in the UK and internationally. She trained originally in medicine, practising mainly paediatric medicine, before a career in policy analysis. She has a Masters in public health and a PhD in health services research from the London School of Hygiene and Tropical Medicine. Until January 2008 she was director of policy at the King's Fund, London. She was a Harkness Fellow in New York in 1990 studying the obstacles to comprehensive health reform in the USA, and was the policy advisor to the Chief Executive of the National Health Service between 1998 and 2000. She is currently a board member of the Audit Commission, and until recently on the Board of the Healthcare Commission. She is visiting professor at the London School of Hygiene and Tropical Medicine (LSHTM), London School of Economics (LSE) and Imperial College. Recent specific research interests have been in developing risk stratification and risk adjustment techniques for application in the NHS, in particular in resource allocation and identifying high risk patients for case management. She helped to design the evaluation of the DH funded ‘whole system demonstrator’ project, which is a large complex randomized controlled trial, and is leading a key theme – the impact of telecare and telehealth on service use and costs. In 2009 Jennifer was elected as a Fellow of the Royal College of Physicians.
Jennifer Dixon
My typical working day is a rush. The day begins by getting two children (aged 4 and 9 years) ready for school, often taking them to school, and running part of the way into work (from Camden through Regent's Park). Running is important for me – it helps concentration, keeps energy levels up, and aids sleep. For someone who has been woken by a moth flapping, anything which reduces sleeplessness is a priority.
Once in the office at about 09:00, I usually catch colleagues on the stairs, to chew the cud on politics or some latest policy conundrum. On Mondays we group in my office over coffee to mull over last week's events and the coming week – the team at Nuffield is a discerning bunch. Then it is time to attack emails – I receive about 100 per day (circa 3–4 hours work to address properly). I will go through the next two weeks diary with Angie my assistant (pure gold) and the ‘comms calendar’ which shows our upcoming events and publications.
Then meetings typically: internal on projects, overall strategy, management, finance; external with a range of people relevant to Trust work and strategy – academics, officials in government, international visitors, NHS colleagues, think tanks, or individuals who may want advice at a stage in their career. More often than not I will also have a speaking engagement – presenting or chairing at some event hosted by Nuffield or another organization – contact with a journalist or media on some aspect of our work or policy. I've learned not to have wall-to-wall meetings all day, which can feel like being in prison. Lunch is usually uncivilized – snatched in the margins. When not in meetings I try to keep my office door open (no open plan at Nuffield central) to be available for colleagues. The atmosphere at work is more playful creativity than hierarchy. And it works.
I am firm about leaving the office before 17:30, so as to be able to run through the park, see the children properly, help with homework and put them to bed. For an unreformed workaholic, 17:30 seems like the middle of the afternoon. After supper I start work again until about 23:00. The evening is when I can reflect properly, write papers, prepare presentations and read – not possible during the day. The numerous invitations for interesting evening events are generally passed to my colleagues, and I accept only a small number. The same is true for invites to events abroad. There is a high bar because of the opportunity cost – professional and personal.
Friday is perhaps the best day of the week. I work at home and write. Utter bliss, and vital to stay fresh.
One aspect of work you most look forward to each day
Kicking around ideas with my colleagues, who make it all worthwhile.
One aspect of work you least look forward to each day
Endless meetings – I am overcome with the discomfort that life is short.
A person who has inspired you most at work (past or present)
Raw talent, modesty, courage, originality and integrity inspire me the most – rare to find all in one person (and I would not want to embarrass the most suitable candidates).
The most significant achievement of your career
To put the Nuffield Trust on the right track, including hiring first-class talent and seeing my colleagues fly.
List your reasons for choosing this career
I left clinical medicine in 1989, which was a huge decision, realizing that questions about politics, the way the state is run and why were more of interest than medicine. A penchant for analysis and writing, synthesis of multiple ideas and instinct for strategy also led me to where I am now.
Alternative career (in another lifetime?)
An artist.
Non-medical book(s) you are currently reading
The Four Quartets by TS Eliot. Hitler by Joachim Fest.
Song(s)/piece(s) of music you are currently listening to
I am a Russophile and mysteriously transfixed by totalitarianism: Shostakovich's 8th Symphony is the current preoccupation.
How do you wind down at the end of the working day?
Wind down? What is that? I have to read for at least half an hour every night.
This is a series on the working lives of medical professionals. Please email any suggestions or comments to