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By regime · NHS and public sector

AI oversight for NHS and public sector boards.

A public board already lives inside an assurance architecture: a board assurance framework, a risk register, internal audit, and a code of governance written for the sector. AI does not arrive as a new row in that framework. It arrives inside a procurement, a supplier’s product upgrade, or a clinician’s workaround, and the framework finds out afterwards.

Rahim Hirji advises chief executives, boards and leadership teams, in person worldwide and online. He is an independent advisor on AI and human judgement, the author of SuperSkills (Kogan Page, 2026), and has run, grown, bought and advised businesses with AI in them. He also speaks, to senior rooms rather than conferences. He founded the skills platform EtonX, later acquired by Eton College, and led Quizlet’s international growth across more than 60 countries.

Published, broadcast and bylinedPublished by Kogan Page, part of Hachette UK  ·  On air with the BBC, 11 appearances across three months in 2026, including the World Service and Radio 5 Live  ·  Bylined in The Observer and The European Business Review  ·  The record

What your instrument says

NHS provider boards work to a code of governance for the sector and to a board assurance framework that names risks, controls and sources of assurance. The structure is genuinely better than most private boards have.

What it assumes is that a control named in the framework is a control that operates. For a control whose operative part is a human reading a machine’s output, that assumption is the thing to test rather than the thing to record.

Rahim Hirji presenting in front of a screen reading The SuperSkills Era: Thriving in the Age of AI
The SuperSkills Era, 2025

What it does not answer

Whether the clinician or officer named as the human check has the time, the information and the standing to disagree with the system. Standing matters more here than anywhere: a junior member of staff overruling a tool the trust has bought is making a career decision as well as a clinical one.

Whether a decision could be reconstructed for a coroner, an inquiry or an ombudsman six months later, and by whom. And what the service could still do if the system were unavailable for a fortnight, which is a continuity question that has usually been answered on paper and not tested.

What you can establish before your next meeting

Which systems in use today produce an output a person is expected to act on. How each of them arrived: procurement, pilot, supplier upgrade, or nobody quite knows. Who is named in the assurance framework as the control, and whether that person knows they are.

And the override count, which in this sector is the single most useful number a board can ask for. Staff who have never disagreed with a system have either never had reason to, or have learned that disagreeing is expensive. Those are very different findings and the board should know which it has.

Where this is the wrong call

I do not write AI risk registers, map controls against the EU AI Act, run conformity assessments, build governance frameworks or draft committee papers. Firms that do that work properly exist and several of them are very good. This is the question those exercises leave open: whether the people named in your framework could actually detect a wrong answer, whether anyone has ever overridden a system, and what the organisation could still do if it stopped.

Regulatory position last checked: September 2026. If you are reading this much later, check the dates before you rely on them.

Formats and logistics
The room
A board, a committee, or the executive team it holds to account
Formats
A ninety-minute briefing, a session or away day, a written view, or a non-voting advisory seat
Delivery
In person worldwide and online
What it is not
Compliance, a governance framework, or implementation
Based
London, travels worldwide
What the first conversation usually sounds like, in composite“It is in the assurance framework. What I want to know is whether the person named in it would feel able to say no at four in the afternoon.”
Before you book

Questions a public board asks.

Is this clinical safety work?

No, and clinical safety has its own standards, specialists and regulators. This is the board-level question those processes leave open: whether the human part of the control operates, and what the service could still do without the system.

How does this fit a board assurance framework?

As a source of assurance against controls that already exist, rather than as a new risk. Most boards find the gap is not a missing row; it is a row whose source of assurance is the existence of a policy rather than evidence that it worked.

We did not procure any AI.

A great many organisations discover otherwise. Models arrive inside products the organisation already buys, through supplier upgrades that need no new decision. The first useful exercise is usually a list of what is already in use rather than a list of what was approved.

Can you work with a public body on public money?

Yes, and public sector work is scoped and priced for it. What I will not do is bid as an implementation partner, because I am not one and the independence is the product.

NHS and public sector boards

Tell me what your assurance framework has to be able to evidence.

A reply within 24 hours, and a conversation before anything is proposed.

Enquire or email rahim@thesuperskills.com

The argument is at board oversight of AI, the twelve questions are at what a board should ask about AI, and the offer is at board advisory. The parent page for all of this is AI keynote speaker. Browse every topic, audience and region, or take the speaker pack to whoever is running the day. Every engagement delivered so far, with the dates checkable at each organiser, is at the speaking record.

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