Helo bawb. Hi everyone.
Most of us here at Transform Wales work in the health sector in Wales in some shape or form.
There is no shortage of ideas about what needs to improve in health and care in Wales. Waiting times, delayed discharge, workforce pressures and rising demand all remain major challenges. But while we often debate what needs to change, we spend less time discussing how we make that change happen.
It’s easy to conclude that the answer lies in more funding, more technology or another restructure. Those things all have a role, but this month’s stories suggest something else matters just as much: how we approach change.
We often judge health and care by the outcomes we can see: waiting times, ambulance delays or hospital performance. But behind every outcome is a series of decisions about how services are designed, delivered and improved.
This month’s newsletter brings together stories that look beneath the headlines. They show that improving healthcare isn’t only about solving today’s problems. It’s about creating the conditions for better decisions, better services and better experiences over time.
This month’s digital news in Cymru
How research and design is transforming vaccination letters
Digital Health and Care Wales explains how redesigning vaccination appointment letters through user research and content design is expected to save more than ÂŁ41,000 a year. The team tested new bilingual designs with members of the public, making important information easier to find, improving accessibility and creating a reusable approach for future NHS communications. This shows how investing in user-centred design can improve people’s experience of public services while delivering significant cost savings at scale.
The team was the infrastructure
Anne Marie Cunningham reflects on how Wales built the Welsh Immunisation System in under five months by relying on an experienced, multidisciplinary team that already understood immunisation services and could adapt quickly as requirements changed. Rather than procuring a new system, the team worked closely with frontline staff, iterated continuously and built a service that supported one of the world’s fastest COVID-19 vaccination programmes. It makes a compelling case for investing in long-lived digital teams with deep domain expertise, rather than funding short-term projects, to deliver resilient public services.
The path of thorns: leading change in healthcare, six months in
Ayala Gordon writes about her first six months as a Service Owner in NHS Wales, exploring what it takes to lead digital transformation in a complex healthcare environment. She argues that progress depends less on certainty than on building trust, embracing different perspectives, creating space for learning, and helping multidisciplinary teams navigate complexity together. It matters because it offers an honest perspective on the leadership, relationships and culture needed to deliver lasting change in digital public services.
What does “outstanding care” really look like, and are services measuring what matters?
Ben Eaton from Llais argues that quality in health and social care should be judged by people’s experiences, not just organisational frameworks or performance measures. Drawing on Llais’ People’s Principles, he makes the case for using lived experience alongside research and operational data to shape decisions and improve services. It highlights why understanding people’s real experiences of care is essential to designing, measuring and delivering better public services.
NHS urgent and emergency care – a system under constant pressure
Audit Wales brings together findings from its recent work on urgent and emergency care, highlighting persistent pressures across the NHS despite additional funding and new initiatives. The report identifies ongoing challenges including ambulance handover delays, delayed hospital discharges, workforce shortages and poor data sharing, and sets out six questions for the Welsh Government, NHS Wales and local authorities to address. It reinforces the need for whole-system leadership, better use of data and sustained collaboration across health and social care to improve outcomes for people in Wales.
Connecting systems for better patient flow in health and care
The Bevan Commission has published a new paper exploring how better coordination across health and care services could improve patient flow, reduce waiting times and deliver better outcomes. The paper identifies seven stages where delays and inefficiencies occur and argues that prevention, stronger partnerships and helping people manage their own health are key to reducing pressure on the system. It shifts the focus from improving individual services to improving how the whole health and care system works together.
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